Grant, A. M., & Wall, T. D. (2009). The Neglected Science and Art of Quasi-Experimentation: Why-To, When-To, and How-To Advice for Organizational Researchers. Organizational Research Methods, 12, 653-686.
https://doi.org/10.1177/1094428108320737

has been cited by the following article:

• TITLE: Effects of High-Performance Work Practices (HPWPs) on Employee Performance: A Review Article

  AUTHORS: Charles Joseph Tawk

  KEYWORDS: High Performance Work Practices (HPWPs), Organizational Performance, High Performance Work Systems (HPWS), Individual Performance

  JOURNAL NAME: Journal of Human Resource and Sustainability Studies, Vol.9 No.3, August 24, 2021

  ABSTRACT: The main objective of this review article is to produce a comprehensible collection of existing resources in the literature to explore the relation between high-performance work practices (HPWPs) and organizational performance in an attempt to evaluate and abridge the ways through which HPWPs can improve organizational performance. Additionally, the aim is to reveal how high-performance work practices can influence the positive change in organizational performance as many studies results demonstrate that high-performance work practices can most of the time considerably envisage organizational performance. However, and even though high-performance work practices are deemed to have a great impact over organizational performance, this paper will not overlook HPWPs possible peripheral setbacks and will try to uncover some of HPWPs undesirable effects.