1.
Supporting workplace learning for high performance working in A DN and Sung, J (2002). Implementing High Performance Working Practices. In: Supporting workplace learning for high performance working. Geneva: International Labour Office; 2002. p. 55–72.
2.
Manufacturing advantage: why high-performance work systems pay off in A E, Bailey, T, Berg, P and Kalleberg, AL (2000). Discretionary Effort and the Organization of Work. In: Manufacturing advantage: why high-performance work systems pay off. Ithaca, N.Y.: ILR Press/Cornell University Press; 2000. p. 25–46.
3.
Bailey, T. ‘Organizational Innovation in the Apparel Industry’. Industrial Relations: A Journal of Economy & Society [Internet]. 1993;32(1):30–48. Available from: http://ezproxy.lib.le.ac.uk/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=buh&AN=9309075739&site=ehost-live
4.
MacDuffie, J. P. ‘Human Resource Bundles and Manufacturing Performance: Organizational Logic and Flexible Production Systems in the World Auto Industry’. Industrial and Labor Relations Review [Internet]. 1995;48(2):197–221. Available from: http://ezproxy.lib.le.ac.uk/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=buh&AN=9501261515&site=ehost-live
5.
Kling, J. ‘High Performance Work Systems and Firm Performance’. Monthly Labor Review [Internet]. 1995;118(5):29–36. Available from: http://ezproxy.lib.le.ac.uk/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=buh&AN=9507104664&site=ehost-live
6.
Paper presented at Conference on Work Intensification in K AL, Berg, P and Appelbaum, E (2004). How Trust Really Works in High Performance Work Organizations. In: Paper presented at Conference on Work Intensification. Unpublished; 2004. p. 21–2.
7.
Guest, D., Brown, W., Peccei, R. and Huxlwy, K. Does partnership at work increase trust? An analysis based on the 2004 Workplace Employment Relations Survey. Industrial Relations Journal. 2008;39(2):124–52.
8.
Osterman, P. ’How Common is Workplace Transformation and Who Adopts It? Industrial and Labor Relations Review [Internet]. 1994;47(2):173–88. Available from: http://ezproxy.lib.le.ac.uk/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=buh&AN=9406031608&site=ehost-live
9.
Huselid, M. A. ‘The Impact of Human Resource Management Practices in Turnover, Productivity and Corporate Financial Performance’. Academy of Management Journal [Internet]. 1995;38(3):635–72. Available from: http://ezproxy.lib.le.ac.uk/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=buh&AN=9507312908&site=ehost-live
10.
Guest, D. E., Michie, J., Conway, N. and Sheehan, M. Human Resource Management and Corporate Performance in the UK. British Journal of Industrial Relations. 2003 Jun;41(2):291–314.
11.
Gooderham, O., Parry, E. and Ringdal, K. The impact of bundles of strategic human resource management practices on the performance of European firms. The International Journal of Human Resource Management. 2008 Nov;19(11):2041–56.
12.
Achieving Best Practice in Your Business. High Performance Work Practices: Linking strategy and skills to performance outcomes in S J and Ashton, DN (2005). Case Study: W L Gore. In: Achieving Best Practice in Your Business High Performance Work Practices: Linking strategy and skills to performance outcomes [Internet]. DTI; 2005. p. 66–9. Available from: https://www.longwoods.com/articles/images/High%20Performance%20Work%20Practices_UKReport2011.pdf
13.
Konzelmann, S., Forrant, R. and Wilkinson, F. Work systems, corporate strategy and global markets: creative shop floors or ‘a barge mentality’? Industrial Relations Journal. 2004;35(3):216–32.
14.
Kalmi, P. and Kauhanen, A. Workplace Innovations and Employee Outcomes: Evidence from Finland. Industrial Relations. 2008;47(3):430–59.
15.
Osterman, P. ‘Work Reorganization in an Era of Restructuring: Trends in Diffusion and Effects on Employee Welfare’. Industrial and Labor Relations Review [Internet]. 2000;53(2):179–96. Available from: http://ezproxy.lib.le.ac.uk/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=buh&AN=2788580&site=ehost-live
16.
Roche, W. K. Who gains from workplace partnership? The International Journal of Human Resource Management. 2009;20(1):1–33.
17.
Pil, F. K. and MacDuffie, J. P. ‘The Adoption of High-Involvement Work Practices’. Industrial Relations [Internet]. 1996;35(3):423–55. Available from: http://ezproxy.lib.le.ac.uk/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=buh&AN=9612044470&site=ehost-live
18.
Vandenberg, R. J., Richardson, H. A. and Eastman, L. J. The Impact of High Involvement Work Processes on Organizational Effectiveness: A Second-Order Latent Variable Approach. Group & Organization Management. 1999;24(3):300–39.
19.
Humborstad, S. I. W., Humborstad, B., Whitfield, R. and Perry, C. Implementation of empowerment in Chinese high power-distance organizations. The International Journal of Human Resource Management. 2008;19(7):1349–64.
20.
Guerrero, S. and Barraud-Didier, V. High-involvement practices and performance of French firms. The International Journal of Human Resource Management. 2004;15(8):1408–23.
21.
Styhre, A. Becoming empowered: organization change in a telecom company. The International Journal of Human Resource Management. 2004;15(8):1445–62.
22.
Boxall, P. and Macky, K. Research and theory on high-performance work systems: progressing the high-involvement stream. Human Resource Management Journal. 2009;19(1):3–23.
23.
Edwards, P. and Wright, M. High-involvement work systems and performance outcomes: the strength of variable, contingent and context-bound relationships. The International Journal of Human Resource Management. 2001;12(4):568–85.
24.
Ramirez, M., Guy, F. and Beale, D. Contested Resources: Unions, Employers, and the Adoption of New Work Practices in US and UK Telecommunications. British Journal of Industrial Relations. 2007;45(3):495–517.
25.
Bryson, A., Forth, J. and Kirby, S. HIGH-INVOLVEMENT MANAGEMENT PRACTICES, TRADE UNION REPRESENTATION AND WORKPLACE PERFORMANCE IN BRITAIN. Scottish Journal of Political Economy. 2005;52(3):451–91.
26.
Sengupta, S. The impact of employee-share-ownership schemes on performance in unionised and non-unionised workplaces. Industrial Relations Journal. 2008;39(3):170–90.
27.
Doellgast, V. Collective Bargaining and High-Involvement Management in Comparative Perspective: Evidence from U.S. and German Call Centers. Industrial Relations. 2008;47(2):284–319.
28.
Kalleberg, A. L., Marsden, P. V., Reynolds, J. and Knoke, D. Beyond Profit? Sectoral Differences in High-Performance Work Practices. Work and Occupations. 2006;33(3):271–302.
29.
Gould-Williams, J. The Effects of ‘High Commitment’ HRM Practices on Employee Attitude: The Views of Public Sector Workers. Public Administration. 2004;82(1):63–81.
30.
Way, A. High Performance Work Systems and Intermediate Indicators of Firm Performance Within the US Small Business Sector. Journal of Management. 2002;28(6):765–85.
31.
Felstead, A. and Gallie, D. For better or worse? Non-standard jobs and high involvement work systems. The International Journal of Human Resource Management. 2004;15(7):1293–316.
32.
Learning as Work Research Paper No. 17 in K A, Shirani, F, Jewson, N, Felstead, A, Fuller, A Kakavelakis, K and Unwin, L (2008). ‘The Prawn Sandwich Will Live Forever’ Learning to Innovate in Commercial Sandwich Production. In: Learning as Work Research Paper No 17 [Internet]. Cardiff University School of Social Sciences; 2008. Available from: http://orca.cf.ac.uk/25547/
33.
The Impact of Efficiency and Standards Regulation on Product Market Strategies and Skills Utilisation in the Energy and Utilities Sector in A DN and Sung, J (2008). Interview notes from researchers own research files. In: The Impact of Efficiency and Standards Regulation on Product Market Strategies and Skills Utilisation in the Energy and Utilities Sector [Internet]. (unpublished); 2008. Available from: https://www.skillsdevelopmentscotland.co.uk/media/117320/product%20market%20strategies%20and%20skills%20utilisation%20-%20skills%20in%20focus%20paper.pdf
34.
Magretta, J. ‘Why Business Models Matter’. ‘Why Business Models Matter’ [Internet]. 2002;80(5):86–92. Available from: https://hbr.org/2002/05/why-business-models-matter
35.
Paper 139, Center for eBusiness@MIT in B E and Hitt, LM (2003). Computing Productivity: Firm-Level Evidence (pp. 1-6, 13-20 and 37-40). In: COMPUTING PRODUCTIVITY: FIRM-LEVEL EVIDENCE [Internet]. MIT Sloan School Of Management; 2003. Available from: http://dspace.mit.edu/bitstream/handle/1721.1/5417/4210-01.pdf?sequence=2
36.
Learning as Work Research Paper in J N, Felstead, A, Fuller, A, Kakavelakis, K and Unwin, L (2007). Transforming Knowledge and Skills: Reconfiguring the Productive System of a Local Authority. In: Learning as Work Research Paper [Internet]. School of Social Studies, Cardiff University; 2007. Available from: http://orca.cf.ac.uk/68484/1/transforming_knowledge_and_skills.pdf
37.
Learning as Work Research Paper in K K (2008). ’Family Metaphors and Learning Processes in a Restaurant Chain. In: Learning as Work Research Paper [Internet]. Cardiff University School of Social Sciences; 2008. Available from: http://learningaswork.cf.ac.uk/outputs/Microsoft%20Word%20-%20ESRC%20TLRP%20Learning%20as%20Work%20Research%20Paper%20No%2018.pdf
38.
Achieving Best Practice in Your Business. High Performance Work Practices: Linking Strategy and Skills to Performance in S J and Ashton, DN (2005). Case Study: Flight Centre UK. In: High Performance Work Practices: Linking Strategy and Skills to Performance [Internet]. Department of Trade and Industry in association with CIPD; 2005. p. 38–42. Available from: https://www.longwoods.com/articles/images/High%20Performance%20Work%20Practices_UKReport2011.pdf
39.
Lloyd, C. and Payne, J. Goodbye to all that? a critical re-evaluation of the role of the high performance work organization within the UK skills debate. Work, Employment & Society. 2006;20(1):151–65.
40.
The Realities of Partnership at Work in U M, Danford, A, Tailby, S and Richardson, M (2008). The High Performance Workplace: Fact or Fiction? (pp. 20-52 & 178-190). In: The Realities of Partnership at Work [Internet]. Basingstoke: Palgrave Macmillan; 2008. Available from: http://ezproxy.lib.le.ac.uk/login?url=http://www.palgraveconnect.com/doifinder/10.1057/9780230582477
41.
Danford, A., Richardson, M., Stewart, P., Tailby, S. and Upchurch, M. High performance work systems and workplace partnership: a case study of aerospace workers. New Technology, Work and Employment. 2004;19(1):14–29.
42.
CLMS Working Paper, No. 50 in S E and Sung, J (2007). High Performance Work Practices - Work Intensification or Win-win? In: CLMS Working Paper, No 50. Centre for Labour Market Studies, University of Leicester; 2007.
43.
Start-up factories: high performance management, job quality, and regional advantage in D PB, Evans Klock, C and Terkla, DG (2002). Hybrid Systems of Management Practices. In: Start-up factories: high performance management, job quality, and regional advantage. Oxford: Oxford University Press; 2002. p. 59–81.
44.
Supporting workplace learning for high performance working in A DN and Sung, J (2002). Characteristics of High Performance Work Organizations. In: Supporting workplace learning for high performance working. Geneva: International Labour Office; 2002. p. 24–47.
45.
Voices from the Boardroom (Research Reports) in G D, King, Z, Conway, N Michie, J and Sheehan Quinn, M (2002). Are Executives Sceptical About the Role of HR Departments and of HRM Innovations? In: Voices from the Boardroom (Research Reports). Chartered Institute of Personnel & Development; 2002. p. 63–72.
46.
SKOPE Monograph No. 11 in S J and Salaman, G (2008). Extracts from ‘Business Models and their Implications for Skills’ (pp. 1-4 & 20-48). In: SKOPE Monograph No 11 [Internet]. SKOPE; 2008. Available from: http://www.skope.ox.ac.uk/?person=business-models-and-their-implications-for-skills
47.
Hailey, V. H., Farndale, E. and Truss, C. The HR department’s role in organisational performance. Human Resource Management Journal. 2005;15(3):49–66.
48.
Bartram, T., Stanton, P., Leggat, S., Casimir, G. and Fraser, B. Lost in translation: exploring the link between HRM and performance in healthcare. Human Resource Management Journal. 2007;17(1):21–41.
49.
Bacon, N. and Blyton, P,. Union Co-operation in a Context of Job Insecurity: Negotiated Outcomes from Teamworking. British Journal of Industrial Relations. 2006;44(2):215–37.
50.
Purcell, J. and Hutchinson, S. Front-line managers as agents in the HRM-performance causal chain: theory, analysis and evidence. Human Resource Management Journal. 2007;17(1):3–20.
51.
Bartram, D. and Roe, R.A, The learning potential of the workplace in WJN and LFMN (2008). Individual and Organisational Factors in Competence Acquisition. In: W. J. Nijhof and L. F. M Nieuvenhuis, editor. The learning potential of the workplace. Rotterdam, Netherlands: Sense Publishers; 2008. p. 71–96.
52.
Learning as Work Research paper, No. 2 in LeeT Fuller, A, Ashton, D, Butler, P, Felstead, A, Unwin, L and Walters, S. Workplace Learning: Main Themes and Perspectives. In: Learning as Work Research paper, No 2 [Internet]. Centre for Labour Market Studies, University of Leicester; Available from: http://learningaswork.cf.ac.uk/outputs/Workplace_Learning_Final.pdf
53.
van der Krogt, F. and Warmerdam, J. Training in different types of organizations: differences and dynamics in the organization of learning at work. The International Journal of Human Resource Management. 1997;8(1):87–105.
54.
Fuller, A. and Unwin, L. Learning as Apprentices in the Contemporary UK Workplace: creating and managing expansive and restrictive participation. Journal of Education and Work. 2003 Dec;16(4):407–26.
55.
Lesser, E. L. and Storck, J. Communities of practice and organizational performance. IBM Systems Journal. 2001;40(4):831–41.
56.
Ashton, D. N. The impact of organisational structure and practices on learning in the workplace. International Journal of Training and Development. 2004;8(1):43–53.
57.
To have and to hold: retaining and utilising skilled people in S A, Oczkowski, E and Smith, CS (2008). Executive Summary. In: To have and to hold: retaining and utilising skilled people [Internet]. Adelaide, S. Aust: NCVER.; 2008. p. 7–9. Available from: https://www.ncver.edu.au/publications/publications/all-publications/to-have-and-to-hold-retaining-and-utilising-skilled-people#
58.
High Performance Work Practices: Linking Strategy and Skills to Performance (DTI & CIPD) and The Business Benefits of Training in the Food and Drink Manufacturing Industry in A DN and Sung, J (2008). Skill Formation Case Studies: Glenmorangie and Dataconnection. Adapted and extended from research conducted for Achieving Best Practice in Your Business. In: The Business Benefits of Training in the Food and Drink Manufacturing Industry (Improve Ltd) [Internet]. ILO; 2008. Available from: https://www.longwoods.com/articles/images/High%20Performance%20Work%20Practices_UKReport2011.pdf
59.
Organizing for high performance: employee involvement, TQM, re-engineering, and knowledge management in the Fortune 1000 : the CEO report in L EE, Mohrman, SA and Benson, G (2001). Section 22, Toward High Performance Organisations. In: Organizing for high performance: employee involvement, TQM, re-engineering, and knowledge management in the Fortune 1000 : the CEO report. Rev. and updated ed. San Francisco, Calif: Jossey-Bass; 2001. p. 204–15.
60.
High performance organisation checklist. in H L (2003). Extract ‘High Performance Organisation Checklist’ (pp. 1, 7-16 and 68-69). In: High performance organisation checklist. Roffey Park Institute, Horsham, 2003;
61.
Warwick Management Group (WMG). Transforming Capability Toolset. In: PARD Toolkit. Warwick University;
