A Field Study of Workplace Organization on Company Performance

Using longitudinal data over a 132‐month period collected from 500 employees of the Spanish subsidiary of the German BSHG Corporation, this paper builds upon the growing research on high‐performance work systems (HPWS) to provide a model to predict outcomes of work teams on manufacturing performance. We suggest that this issue is not exclusively dependent on having an HPWS environment. We suggest other contingent factors, such as technology and work organization, history, culture and values; and, at the same time, it is necessary to consider aspects related to attitudinal and behavioral performance.