Akdere M, Schmidt S (2007). Measuring the Effects of Employee Orientation Training on Employee Perceptions of Quality Man.: Implications for human resources. Res. Bus. Rev. Cambridge. 7(2):336-343.

Alleyne P, Doherty L, Greenidge D (2006). Approaches to HRM in the Barbados hotel industry. Int. J. Contemp. Hosp. Manage. 18(2):94-109.
Crossref

Arthur JB (1992). The link between business strategy and industrial relations system in America steel minimills. Ind. Lab. Relat. 43(3):488-505.
Crossref

Azmi I (2009). Islamic Hum. Res. Practices and Organizational Performance: A Proposed Conceptual Framework. Bus. Rev. Cambridge. 13(1):223-231.

Bae J, Chen S, Wan T, Lawler J, Walumbwa F (2003). Hum. res. strategy and firm performance in Pacific Rim countries. J. Hum. Res. Manage. 14(8):1308-1332.

Bagozzi R, Yi Y (1988). On the evaluation of structural equations models. J. Acad. Mark. Sci. 16(2):79-94.

Baird L, Meshoulam I (1988). Managing two fits of strategic human resources management. Acad. Manage. Acad. Man. Rev, 13(1):116-128.

Bambacas M, Bordia P (2009). Predicting different commitment component: the relative effects of how career development HRM practices are perceived. J. Manage. Org. 15(2):224-240.
Crossref

Barba MI (2002). Efectos de la formación sobre los resultados de la empresa: un estudio empírico para el caso de directivos y vendedores. Universidad de Murcia.

Barba MI, Aragón A, Sanz R (2007). Prácticas de formación y resultados organizativos. Rev. Eur. Dir. y Econ. deEmp. 16(4):127-144.

Barney JB (1991). Firm resources and sustained competitive advantage. J. Manage. 17:99-110.
Crossref

Barney JB, Hansen E (1994). Trustworthiness as a source competitive advantage. Strat. Manage. J. 15:179-190.
Crossref

Bayo A, Merino J (2002). Las prácticas de recursos Humanos de alto compromiso: un estudio de los factores que influyen en su adopción en la industria espa-ola. Cuad.de Ec. Dir. Empr. 12:227-246.

Beaver G, Hutchings K (2005). Training and developing an age diverse workforce in SMEs: The need for a strategic approach. Educ. Train. 47(8/9):592.
Crossref

Becker BE, Gerhart, B (1996). The impact of human Resources management on organizational performance: progress and prospect. Acad. Manage. J. 39(4):779-801.
Crossref

Becker BE, Huselid MA (1998). High performance work systems and firm performance: A synthesis of research and managerial implications. Res. in Personnel and Hum. Res. J. 16(1):53-101.

Becker BE, Huselid MA (2006). Strategic Hum. Res.Man: Where Do We Go From Here? J. Man. 32(6):898-925.

Bhattacharya M, Gibson DE, Doty DH (2005). The Effects of Flexibility in Employee Skills, Employee Behaviors, and Human. Resource Practices on Firm Performance. J. Manage. 31(4):622-640.
Crossref

Birdi K, Clegg C, Patterson M, Robinson A, Stride D, Wall TD (2008). The impact of Human Resource and operational management practices on company productivity: a longitudinal study. Pers. Psych. 61(3):467-501.
Crossref

Bonache J, Cabrera A (2004). Dirección estratégica de personas. (1 ed.) Madrid: Prentice Hall.

Bontis N, Serenko A (2007). The moderating role of Human Capital ManagementPractices on employee capabilities. J. Knowl. Manage. 11(3):31-52.
Crossref

Carbery R, Garavan T (2007). Conceptualizing the Participation of Managers in Career-Focused Learning and Development: A Framework.Hum. Res. Dev. Rev. 6(4):394-417.
Crossref

Carlson DS, Upton N, Seamans S (2006). The Impact of Human Resource Practices and Compensation Design on Performance: An analysis of family-owned SME'S. J. Small Bus. Manage. 44(4):531-543.
Crossref

Chand M, Katou A (2007). The impact of HRM practices on organizational performance in the Indian hotel industry. Employee Relat. 29(6):576-594.
Crossref

Delaney JT, Huselid MA (1996). The impact of human resource management practices on perceptions of organizational performance Acad. Manage. J. 39(4):949-971.
Crossref

Delery JE, Doty DH (1996). Models of theorizing in strategic Hum. Res. Manage. Acad. Manage. J. 39(4):802-835.

Fernández E, Montes JM, Vázquez C (1997). La teoría de la ventaja competitiva basada en los recursos: síntesis y estructura conceptual. Rev. deDir., Organización y Administración de Empresas 6:11-32.

Fey CF, Bjorkman I, Pavloskaya AL (2000). The effect of human resource Management practices on firm perfomance in Russia. Int. J. Hum. Res. Man. 11(1):1-18.
Crossref

Garcia-Tenorio J, Sabater-Sánchez R (2004). Fundamentos de Dir. y gestión de recursos humanos. Madrid.

Gittleman M, Horrigan M, Joyce M (1998). Flexible workplace practices: evidence from a nationally representative survey. Ind. Labor Relat. Rev, 52(1):99-115.
Crossref

Gomez-Mejía L, Nú-ez M, Gutiérrez I (2001). The role of family ties in agency contracts. Acad. Manage. J. 44(1): 81.
Crossref

Gurav AM, Mudalkar P (2011). A Critical Study of Hum.Res. Practices in Selected Sugar Factories. IUP J. Man. Res. 10(1):46-78.

Guthrie JP (2001). High-involvement work practices, turnover, and productivity: evidence from New Zealand. Acad. Manage. J. 44(1):180-190.
Crossref

Guthrie JP, Spell CS, Nyamori RO (2002). Correlates and consequences of high involvement practices. Int. J. Hum. Res. Dev. Manage. 13(2):187-192.

Hansson B (2007). Company-based determinants of training and the impact of training on company performance. Pers. Rev. 36(2):311-331.
Crossref

Harris RID, Reid, RS, Mc-Adam R (2004). Employee involvement in family and non family-owned Bus.es in Great Britain. Int. J. Entrepr. Behav. Res. 10(1-2):49-58.
Crossref

Hassan A (2007). "Human resource development and organizational values", J. Eur. Ind. Train. 31(6):435-448.
Crossref

Hassan M, Hagen A, DaigI (2006). Strategic hum.resources.as a strategic weapon for enhacing labor productivity. Strategic Man. J. 5:75-96.

Hatch NW, Dyer J (2004). Human capital and learning as a source of sustainable competitive advantage. Strateg. Manage. J. 25(12):1155-1178.
Crossref

Hernández F, Pe-a I (2008). Efectividad de la estrategia de recursos Hum.anos: modelo integrador de la teoria de recursos y capacidades y teoría del comportamiento en las entidades de economía social. Revesco 94(2):27-58.

Hitt MA, Bierman L, Shimizu K, Kochar R (2001). Direct and moderating effect of human capital on strategy and performance in professional services. Acad. Manage. J. 44(1):13-28.
Crossref

Huselid MA (1993). The impact of environmental volatility on Human resource planning and strategic Hum. Res. Man. Hum. Res. Plan. 16(3):35.

Huselid MA (1995). The impact of Human Resource Management practices on turnover, productivity, and corporate financial performance. Acad. Man. J. 38(3):635.
Crossref

Huselid MA Jackson SE, Schuler RS (1997). Technical and strategic Human Research Management. effectiveness as determinants of firm performance. Acad. Man. J. 40(1):171-188.
Crossref

Ichniowski C, Kochan TA, Levine D, Olson C, Strauss G (1996). What works at work: overview and asessment. Ind. Relat. 35(3):299-332.
Crossref

Ichniowski C, Shaw K, Prennushi G (1997). The effects of Human Res.Man. practices on productivity. Am. Econ. Rev Paper Proc. 87(3):291-313.

Koch MJ, McGrath RG (1996). Improving labor productivity human. resource management policies do matter. Strateg. Manage. J. 17(5):335-355.
Crossref

Lai Wan H (2007). Human capital development policies: enhancing employees' satisfaction. J. Eur. Ind. Train. 31(4):297-322.
Crossref

Larraza M, Urtasun A, García, MC (2004). Las prácticas de recursos humanos en entornos de alta y baja intensidad tecnológica: el caso de la empresa industrial espa-ola. Cuadernos Aragoneses de Economía. 14(1):70-85.

Leiblein M (2011). What Do Resource- and Capability-Based Theories Propose? J. Manage. 37(1):909-932.
Crossref

Leibowitz Z, Schlossberg NK (1982). Critical career transitions: A model for designing career services. Train. Dev. J. 36(2):12-19. http://connection.ebscohost.com/c/articles/9072229/critical-career-transitions-model-designing-career-services

Martell K, Gupta A, Carrol SJ (1996). Hum. Res.Man. practices, Bus., strategy and firm performance. Irish Bus. Adm. Res. 1(1):18-35.

McDuffie, JP (1995). Hum. Res. bundless and manufacturing performance: flexible productions system in the auto industry. Ind. Labor Relat. 48(2):197-221.
Crossref

Miles R, Snow C (1987). Organiz.strategy, structure and process. New York: Mc Graw Hill.

Milgrom P, Roberts J (1994). Comparing equilibria. The American Econ. Rev. 84(3):441.

Molloy JC, Chadwick C, Ployhart RE, Simon JG (2011). Making Intangibles "Tangible" in Tests of Resource-Based Theory: A Multidisciplinary Construct Validation Approach. J. Manage. 37: 1496–518.
Crossref

Mothersell W, Moore M, Kevin F, Farrell J. (2008). Revitalizing Hum. Res. Man. in State Government: Moving From Transactional to Transformational HR Professionals in the State of Michigan. Public Personnel Manage. 37(1):77.

Nú-ez-Cacho P (2010). Los efectos de la formación y el desarrollo de los recursos Humanos en las empresas familiares espa-olas. Universidad de Jaén. Doctoral dissertation.

Nú-ez-Cacho P, Grande FA, Pedrosa-Ortega C (2012a). New challenges in career development: the boundaryless career model, Univ. Bus. Rev. 34(1):14-35.

Nú-ez-Cacho P, Grande F (2012b). The human resources development through mentoring: The Spanish case. Intangible Cap. 8(1):61-91.

Ordiz M (2002). Prácticas de alto rendimiento en recursos humanos, concepto y factores que motivan su adopción. Cuad.de Econ.yDir.de la Emp. 12:247-265.

Ordiz M (2003). Análisis de la efectividad de las prácticas de recursos humanos en la empresa espa-ola. Rev. Eur. deDir. y Econ. deEmp. 13(4):73-86.

Osterman P (1994). How common is workplace transformation and who adopts it? Ind. labor Relat. Rev. 47:173-188.
Crossref

Pfeffer J (1994). Competitive advantage throught people. Boston.

Pfeffer J. (1998). The Human equation: building profits and putting people. Boston.

Pill FK, McDuffie JP. (1996). The adoption of high involvement work practices. Ind. Relat. 35(3):423-455.
Crossref

Reid RS, Adams JS (2001). Hum. Res. Man. A survey of practices within family and non-family firms. J. Eur. Ind. Train. 25(6/7):310-321.
Crossref

Roca V, Escrig A, Bou JC (2002). Compromiso con los empleados y estrategia competitiva, un análisis intersectorial de su repercusión en los resultados. Cuad.de Econ. yDir. de la Emp. 12:267-289.

Roche WK (1999). In search of commitment oriented human. resource management practices. J. Manage. Stud. 36(5):653-678.
Crossref

Salinero Y, Mu-oz R (2007). ¿Cómo se desarrolla la práctica de formación en las empresas? Una aproximación al caso de Castilla-La Mancha. Univ. Bus. Rev, 4º trimestre. pp.64-85.

Sanchez I (2004). Complementariedad de los enfoques de dirección estratégica de recursos humanos: hacia una visión global de los hoteles espa-oles. Rev. deTrabajo y S social. 254:159-192.

Sastre MA, Aguilar EM (2003). Dirección de recursos humanos: un enfoque estratégico. (1ªed.) Madrid.

Schuler RS, Jackson SE (1987). Linking competitive strategieswith Hum. Res. Man. practices. Acad. Manage. Executive 1(206):219.

Schuler RS (1992). Strategic Hum. Res. Man. Org. Dynamics, Summer. pp. 18-32.

Schuler RS, Jackson SE (1999). Strategic Human. Resource Management. London: Blacwell.

Schultz ER (1997). The influence of group incentives, training and other hum. res. practices on firm performance and productivity. Universidad de New Jersey.

Singh K (2003). Strategic HR orientation and firm performance in India. Hum. Res. Man. 14(4):530-543.

Siswo S (2004). HRD and its critical factors according to practitioners in the training division of Telkom Indonesia.A M University Texas.

Tadic I, Barac Z (2009). Impact of Employees' Social Characteristics on Companies' Performance: Case of Croatia. Bus. Rev, Cambridge. 12(2):186-194.

Tanaka JS (1987). "How big is big enough?": Sample size and goodness of fit in structural equation models with latent variables. Child Dev. 58:134–146.Doi: 10.2307/1130296.
Crossref

Terpstra E, Rozell E (1993). The relationship of staffing practices to Org.al level measures of performance. Pers. Psych. 46:27-48.
Crossref

Uysal G (2008). Relationship among HR and Firm Performance: A Turkey Context. J. Am. Acad. Bus. Cambridge. 13(2):77-84.

Vloeberghs D, Pepermans R, Thielemans K (2005). High-potential development policies: an empirical study among Belgian companies. J. Manage. Dev. 24(5/6):546-558.
Crossref

Walton RE (1985). From control to commitment in the work place. Harvard Bus. Rev. 63(2):77-84.

Way SA (2002). High performance work system and intermediate indicators of firms performance within the US small business Sector. J. Manage. 28:765-785.
Crossref

Westhead P, Cowlling M (1998). Family firm research: the need for a methodological rethink. Entrepr. Theory Pract. pp.31-56.

White R (1986). Generic Business strategies, Org. context and performance: an empirical investigation. Strat. Manage. J. 7(3):217-231.
Crossref

Wood S, Albanese M (1995). Can we speak of a high commitment Man. on the shop floor? J. Manage. Stud. 32(2):215-231.
Crossref

Wright PM, Dunford BB, Snell SA (2001). Human resource and the resource based view of the firm. J. Man. 27(6):701-721.

Youndt MA, Snell S, Dean JW, Lepak DP (1996). Human. Resource Management Manufacturing strategy and firm performance. Acad. of Man. J. 36(1):33-39.