Synergistic High-performance Work System and Perceived Organizational performance of Small and Medium-Sized Enterprises: A Review of Literature and Proposed Research Model
Nguyen Thi Uyen, Siti Rohaida, Mohamed Zainal

Abstract
High performance work systems (HPWS) are found as an effective driver of organizational performance in several studies. Nevertheless, most of previous studies of HPWS were conducted with a simple set of HR practices and there is a lack of strategic approach for HPWS as a truly synergistic system (Banks & Kepes, 2015; Lengnick-Hall, Lengnick-Hall, Andrade, & Drake, 2009). Especially, the previous studies were mainly addressed in the context of large business and it is far from clearance in SME context. Thus, this paper attempts to bridge the gaps by exploring the nature of HPWS from strategic and systematic approach as well as identifying the the potential effect of synergistic HPWS on perceived organizational performance. Under the light of strategic management, HPWS is explored with necessary dimensions to sustain the nature as well as effectiveness of a system. Hence, this study enriches the cross-field literature of strategic management and HRM. The proposed research model and proposition of the relationship between synergistic HPWS and organizational performance contribute to development of strategic HRM literature and the theoretical groundwork for further empirical studies of HPWS.

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