Issue Information ‐ TOC

• Date: 01 November 2016
• Published date: 01 November 2016
• DOI: http://doi.org/10.1002/hrm.21756

NOVEMBER/DECEMBER 2016 VOLUME 55, NUMBER 6

ARTICLES

PRINCIPLES AND APPLICATIONS OF MULTILEVEL MODELING INHUMAN

RESOURCE MANAGEMENT RESEARCH

JIE SHEN 951

Multilevel modeling is important for human resource management (HRM) research in that it often

analyzes and interprets hierarchal data residing at more than one level of analysis. However,

HRM research in general lags behind other disciplines, such as education, health, marketing,

and psychology in the use of a multilevel analytical strategy. This article integrates the most

recent literature into the theoretical and applied basics of multilevel modeling applicable to HRM

research. A range of multilevel modeling issues have been discussed and they include statistical

logic underpinning multilevel modeling, level conceptualization of variables, data aggregation,

hypothesis tests, reporting mediation paths, and cross-level interactions. An empirical example

concerning complex cross-level mediated moderation is presented that will suffice to illustrate the

principles and the procedures for implementing a multilevel analytical strategy in HRM research.

THE EFFECTS OF LEADER SUCCESSION AND PRIOR LEADER EXPERIENCE

ON POSTSUCCESSION ORGANIZATIONAL PERFORMANCE

MALAY N. DESAI, ANDY LOCKETT, AND DAVID PATON 967

In this article we strive to reconcile equivocal findings about the effects of top leader succession

and prior leadership experience on postsuccession organizational performance. In doing so, we

draw on insights from theories of human capital, learning, and asymmetric information to better

understand the conditions under which leaders increase or decrease postsuccession performance.

Employing a sample of 119 newly appointed leaders in the English Premier League (1996–2010),

we find the following results. First, relating to the succession event, outside leaders that directly

move between leadership positions are associated with higher postsuccession performance while

the departure of a prior leader to a leadership position in another organization has a negative

effect on postsuccession performance. Second, relating to prior leadership experience, leaders

with domestic top leader experience are associated with lower postsuccession performance, while

leaders with foreign top leader experience are associated with higher postsuccession performance.

MAKING GOOD THINGS LAST LONGER: THE ROLE OF SAVORING ON THE

RELATIONSHIP BETWEEN HRM AND POSITIVE EMPLOYEE OUTCOMES

FILIPA CASTANHEIRA AND JOANA STORY 985

This work studies sales managers’ perceptions of performance-oriented HR practices, and the

mediating and moderating processes through which these practices are linked with affective

HUMAN RESOURCE MANAGEMENT

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Volume 55, Number 6 was mailed the week of November 21, 2016