THE ADOPTION OF HIGH-INVOLVEMENT WORK PRACTICES

This article provides a theoretical framework for understanding why hi gh-involvement work practices are adopted more rapidly by some organiz ations than others. Drawing on evolutionary economics and innovation l iterature, we identify three key drivers: (1) the level of complementa ry human resource practices and technology; (2) performance achieved w ith previous practices; and (3) factors that alter the cost of introdu cing new practices. Empirical analyses of a unique longitudinal data s et of forty-three automobile assembly plants worldwide provide support for hypotheses about complementary HR practices (but not complementar y technologies) and partial support for hypotheses about past performa nce and factors that alter adoption costs.