مقیمی، سید محمد (1392). مدیریت رفتار سازمانی. تهران: سازمان مدیریت صنعتی.
Armstrong, C., Flood, P. C., Guthrie, J. P., Liu, W., MacCurtain, S. & Mkamwa, T. (2010). “The impact of diversity and equality management on firm performance: Beyond high performance work systems”. Human Resource Management, 49(6), 977-998.
Armstrong, M. & Taylor, S. (2014). Armstrong's handbook of human resource management practice. Kogan Page Publishers.
Arendes, L. (2015). understanding the association between high performance work systems and organisational performance, Masters Of Business Administration. Gordon Institute of Business Science, University Of Pretoria.
Bartlett, C. (2014). “Talent management and high performance work system”. Journal of International Studies, 7(1), 2014, 102-108.
Block, B. J. & Pickl, S. (2014). The mystery of job performance: a system dynamics model of human behaviour. In Proceedings of the 32nd international conference of the System Dynamics Society, Delft, Netherlands, July (20-24).
Combs, J., Liu, Y., Hall, A. & Ketchen, D. (2006). “How much do high.performance work practices matter? A meta.analysis of their effects on organizational performance”. Personnel psychology, 59(3), 501-528.
Chin, W. W. (1998). “The partial least squares approach to structural equation modeling”. Modern methods for business research, 295(2), 295-336.
David, F. R. (2011). Strategic management: Concepts and case. Peaeson/Prentice Hall.
Demortier, A. L. P., Delobbe, N. & El Akremi, A. (2014). Opening the black box of hr practices-performance relationship: Testing a three pathways AMO model. In Academy of Management Proceedings (1, 14932). Briarcliff Manor, NY 10510-Academy of Management.
Do, H., Budhwar, P. S. & Patel, C. (2016). Examining the Effectiveness of Trust as a Mechanism between HPWS, Creativity & Performance. In Academy of Management Proceedings (Vol. 2016, No. 1, p. 12628). Briarcliff Manor, NY 10510: Academy of Management.
Dutch, M. (2004). Applying an expanded contingency perspective to assess the appropriateness of SHRM. Best practices, Ph.D thesis, University of Houston.
Flood, P. C., Mkamwa, T., O’Regan, C., Guthrie, J., Liu, W., Armstrong, C. & MacCurtain, S. (2008). New models of high performance work systems: The business case for strategic HRM, partnership and diversity and equality systems, Dublin, National Centre for Partnership & Performance.
Fornell, C., & Larcker, D. F. (1981). “Evaluating Structural Equation Models with Unobservable Variables and Measurement Error”. Journal of Marketing Research, 18(1), 39-50.
García, J. A. M. & Tomas, J. M. (2016). “Deconstructing AMO framework: a systematic review”. In Intangible Capital, 12(4), 1040-1087).
Guchait, P. (2007). Human resource management practices and organizational commitment and intention to leave: the mediating role of perceived organizational support and psychological contracts. Degree Master of Science, University of Missouri-Columbia.
Heffernan, M., & Dundon, T. (2012, July). Researching employee reactions to high performance work systems in the service sector: the role of organisational justice theory. In 16th ILERA (IIRA) World Congress.
Jiang, K. (2013). Bridging the gap between reality and perception: Managers' role in shaping employee perceptions of high performance work systems Doctoral dissertation. Rutgers The State University of New Jersey-New Brunswick.
Jiang, K., Lepak, D. P., Hu, J. & Baer, J. C. (2012). “How does human resource management influence organizational outcomes? A meta-analytic investigation of mediating mechanisms”. Academy of management Journal, 55(6), 1264-1294.
Keir, A. &Youssif, M. (2016). Staff Perceptions of how Human Resource Management Practices influence Organisational Performance: Mediating roles of Organisational Culture, Employees’ Commitment and Employee Retention in Bahrain Private Universities. Doctoral dissertation, Cardiff Metropolitan University.
Lin, T. C. & Huang, C. C. (2009). “Understanding social loafing in knowledge contribution from the perspectives of justice and trust”. Expert Systems with Applications, 36(3), 6156-6163.
Liu, J. (2010). High Performance Work Systems and Firm Performance, The Moderator Role of Industry and Organizational Characteristics. Doctoral dissertation, Dublin City University.
Messersmith, J. G., Pankaj C., Patel, D., Lepak, P. & Julian S. Gould-W., (2011). “Unlocking the black box: exploring the link between high-performance work systems and performance”. Journal of Applied Psychology, 96(6), 1105.
Meuer, J. (2016). Exploring the Complementarities Within HighPerformance Work Systems: A SetTheoretic Analysis of UK Firms, Human Resource Management. Published online in Wiley Online Library, 2-22.
Ogbonnaya, C. (2013). High performance work practices: investigating four perspectives on their employee-level impacts simultaneously, Doctoral dissertation, University of East Anglia.
Özşahin, M., Zehir, C., Acar, A. Z. & Sudak, M. K. (2013). “The effects of leadership and market orientation on organizational commitment”. Procedia-Social and Behavioral Sciences, 99, 363-372.
Özçelik, G., Aybas, M. & Uyargil, C. (2016). “High Performance Work Systems and Organizational Values: Resource-based View Considerations”. Procedia-Social and Behavioral Sciences, 235, 332-341.
Riaz, S. (2016). “High Performance Work Systems and Organizational Performance: An Empirical Study on Manufacturing and Service Organizations in Pakistan”. Public Organization Review, 16(4),421-442.
Tabouli, E. M., Habtoor, N. A. & Nashief, M. (2016). “The Impact of Human Resources Management on Employee Performance: Organizational Commitment Mediator Variable”. Asian Social Science, 12(9), 176.
Takeuchi, R., Chen, G. & Lepak, D. P. (2009). “Through the looking glass of a social system: crosslevel effects of high performance work systems on employees’ attitudes”. Personnel Psychology, 62(1), 1-29.
Takeuchi, R., Lepak, D.P., Wang, H. & Takeuchi, k. (2007). “An empirical examination of the mechanisms mediating between high-performance work system and the performance of Japanese organizations”. Journal of Applied Psychology, 92(4), 1069.
Wu, N., Hoque, K. & Bacon, N. (2011). »Exploring high performance work systems and performance: the importance of firm size in British. Academy of Management Conference, September, Birmingham.
Wu, N. L. (2011). High performance work practices in small and medium –size firms, Doctoral dissertation, University of Nottingham.
Xian, H., Atkinson, C. & Meng-Lewis, Y. (2017). “Guanxi and high performance work systems in China: evidence from a state-owned enterpris”. The International Journal of Human Resource Management, 1-20.
)