High-performance work system and organizational turnover in east and southeast Asian Countries

Zeynep Y. Yalabik, Shyh-Jer Chen, John Lawler, Kwanghyun Kim

Research output: Contribution to journalArticlepeer-review

39 Citations (SciVal)


In this paper, we examine the impact of high-performance work systems (HPWSs) on both voluntary and involuntary organizational turnover rates. Most research on this topic has been done in the United States. Given the global competitive pressures confronting many of the countries of East and Southeast Asia, companies in this region are seeking to become more flexible and often adapt HPWSs practices. We explore the impact of HPWSs in both locally owned companies and subsidiaries of multinational corporations in Korea, Taiwan, Singapore, and Thailand. These countries have significantly different national cultures from the United States and most other Western countries and HPWSs effects in relation to turnover might vary from the studies based in the United States. Our findings are, however, somewhat consistent with U.S.-based studies. In fact, HPWSs were found to be more effective in reducing turnover in locally owned companies than in subsidiaries of Western and Japanese multinational companies.
Original languageEnglish
Pages (from-to)145-152
Number of pages8
JournalIndustrial Relations: A Journal of Economy and Society
Issue number1
Early online date4 Jan 2008
Publication statusPublished - Jan 2008


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