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1、AcademyofManagementJournal2006,Vol.49,No.3,544–560.KNOWLEDGEEXCHANGEANDCOMBINATION:THEROLEOFHUMANRESOURCEPRACTICESINTHEPERFORMANCEOFHIGH-TECHNOLOGYFIRMSCHRISTOPHERJ.COLLINSCornellUniversityKENG.SMITHUniversityofMarylandInthisstudy,wedevelopedandtestedatheoryofhowhu
2、manresourcepracticesaffecttheorganizationalsocialclimateconditionsthatfacilitateknowledgeexchangeandcombinationandresultantfirmperformance.Afieldstudyof136technologycompa-niesshowedthatcommitment-basedhumanresourcepracticeswerepositivelyrelatedtotheorganizationalsoc
3、ialclimatesoftrust,cooperation,andsharedcodesandlanguage.Inturn,thesemeasuresofafirm’ssocialclimatewererelatedtothefirm’scapabilitytoexchangeandcombineknowledge,arelationshipthatpredictedfirmrevenuefromnewproductsandservicesandfirmsalesgrowth.Thereisawidelyheldbelie
4、fthatanorganiza-itivelyrelatedtofirmperformancethanareprac-tion’ssurvivalandsuccessareatleastpartiallyticesthataretransaction-based.Forexample,re-dependentontheeffort,behaviors,andinterac-searchershavefoundapositiverelationshiptionsofemployeesastheycarryoutthemissio
5、nbetweenmorecommitment-basedHRpracticesandandstrategyofthefirm(Wright&McMahan,1992).firmperformanceinmanufacturingfirms(Arthur,Strategichumanresourcescholarshavearguedthat1992,1994;MacDuffie,1995;Youndt,Snell,Dean,companiescaneffectivelyinfluencetheinterac-&Lepak,19
6、96),inserviceorganizations(Batt,tions,behaviors,andmotivationofemployees2002),andinadiversifiedsampleofbusinessesthroughdifferenthumanresource(HR)practices(Huselid,1995).AlthoughthespecificHRpractices(Huselid,1995;Wright,Dunford,&Snell,2001).Inappliedvaryacrossstudi
7、es,companiesfollowingathisregard,twoHRpracticealternativeshavecommitment-basedapproachimplementpracticesemergedintheliterature:transaction-basedHRthatcollectivelydemonstratealong-terminvest-practices,whichemphasizeindividualshort-termmentintheiremployees(Tsui,Pearce
8、,Porter,&exchangerelationships,andcommitment-basedHRTripoli,1997).TheexactindividualHRpracticespractices,whichfocusonmutual,long-termex-th
