The effect of high-involvement human resource management practices on supply chain integration

Baofeng Huo (First Author), Xiande Zhao (Participant Author), Haozhe Chen (Participant Author), Zhaojun Han (Participant Author)

Research output: Contribution to journalJournal


Purpose – Taking an interdisciplinary approach, the purpose of this paper is to combine concepts from human resource management (HRM) and supply chain management (SCM) fields and explore the effects of high-involvement HRM practices on supply chain integration (SCI). Design/methodology/approach – Using empirical survey data collected from ten countries, the authors examine the specific effects of three dimensions of high-involvement HRM practices – employee skills, incentives and participation – on three types of SCI – internal integration, supplier and customer integration. The authors use structural equation modeling and the maximum-likelihood estimation method to test the proposed relationships. Findings – The results confirm the overall relevancy of HRM to SCI. However, several proposed links are not supported by the data collected. Originality/value – This study makes both theoretical and managerial contributions by empirically examining the interface between HRM and SCI. More specifically, it examines the effects of different high-involvement HRM practices on different types of SCI. The findings will not only help researchers to better understand the interface, but will also guide managers in adjusting HRM practices to achieve desired operational goals.
Original languageEnglish
Pages (from-to)716-746
JournalInternational Journal of Physical Distribution & Logistics Management
Issue number8
Publication statusPublished - 2015


  • Employee incentives
  • Employee participation
  • Employee skills
  • High-involvement HRM practices
  • Human resource management
  • Supply chain integration

Indexed by

  • ABDC-A
  • Scopus
  • SSCI


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