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Drawing on both social exchange theory (SET) and social cognitive theory, this paper aims to theorize and empirically examine a moderated serial mediation model that investigates the underlying mechanism through which high-performance work practices (HPWPs) influence employee innovative behaviors.

The hypotheses are tested on data collected from 182 Taiwanese subordinate-supervisor pairs. Hierarchical regression analyzes and bootstrapping were used to analyze the data.

Findings indicate that employee's individually perceived HPWP is indirectly related to the implementation of workers' creative ideas via information exchange and creative idea generation sequentially. Additionally, the presence of creative coworkers will amplify this serial indirect effect.

This study explicates the underlying theoretical logic linking employee perceived HPWP and individual innovation, i.e. the implementation of the worker's creative ideas by proposing a serial mediation effect. This study also emphasizes the importance of the presence of creative coworkers in the workplace.

This study seeks to examine the relationships between corporate strategy, human resource management (HRM) strategy, and knowledge management (KM) strategy, as well as their interactive influence on KM effectiveness.

Samples studied are 147 Taiwanese large companies in banking, services, and manufacturing industries; responses from multiple informants are collected from each firm.

Results indicate that firms pursuing cost leadership strategy and buy‐bureaucratic HRM strategy are more likely to adopt codification KM strategy. Firms adopting differentiation strategy and make‐organic HRM strategy are associated with frequent use of personalization KM strategy.

This study finds that fit between KM strategy and both corporate as well as HRM strategy are significantly related to better KM effectiveness in terms of process outcome, learning capability, and organizational outcomes.

This study tries to explore through multiple case studies how expatriate performance management is conducted in multinational enterprises (MNEs) of different national origins.

Multiple interviews were conducted with expatriate employees and human resource managers of five MNE subsidiaries operating in the information technology industry, namely, Applied Material (American), Philips (Dutch), Hitachi (Japanese), Samsung (Korean), and Winbond (Taiwan).

The findings show that all of the firms surveyed use standardized performance forms set by headquarters, which are not tailored to local operating environments. Also, lack of on‐the‐job training for expatriates was found to be prevalent among the five MNE subsidiaries. Divergent practices in goal setting, performance appraisal, and performance‐related pay were largely attributed to the parent company's culture. The nature of the expatriate mission was another reason for different arrangements in expatriate performance management.

This study is one of the first to explore expatriate performance management practices of multinational firms. There does not seem to exist a prevalent form of expatriate performance management and such a practice is to some extent more strongly subjected to the influence of the parent company's culture.

This study presents a conceptual scheme concerning the core constituents of high‐performance work system (HPWS) and examines their effects on firm performance.

This study proposes a conceptual scheme incorporating the universalistic and the configurational perspectives of strategic human resource management. The effect of HPWS on firm performance is empirically tested using data collected from publicly listed companies in Taiwan, as well as multinational companies' branch offices in Taiwan.

Initial factor analysis on HPWS practices supports this conceptual scheme. Using the structural equation modeling technique (AMOS 4.0) better‐performing firms were found to invest in more sophisticated HRM practices, which further enhanced organizational performance.

Surveys conducted in other countries can expand the external validity of this study's findings.

While most previous research on HPWS involves regression‐like analyses, this study tries a different approach, with the structural modeling technique, to verify HPWS' relationship with firm performance.