先来一篇，1 High-Performance Work Systems and Organizational Performance: The Mediating Role of Internal Social Structure
W. Randy Evans , Walter D. Davis

High-Performance Work Systems and
Organizational Performance: The Mediating
Role of Internal Social Structure†
W. Randy Evans *
Walter D. Davis
School of Business Administration, the University of Mississippi, P.O. Box 1848, University, MS 38677-1848
This study provides a theoretical framework illustrating how the internal social structure of the organization
can mediate the relationship between high-performance work systems (HPWS) and
organizational performance. HPWS positively influence the internal social structure by facilitating
bridging network ties, generalized norms of reciprocity, shared mental models, role making,
and organizational citizenship behavior. Although HPWS are conceptualized as a system of
human resource (HR) practices, each category ofHRpractices has a differential relationship with
the mediating variables. HPWS lead to (a) financial performance via administrative efficiency
and (b) sustainable performance via flexibility arising from the coordination and exploitation of
knowledge resources.