The purpose of this study is to develop an understanding of the processes by which business strategies and HRM policies are related with business performance. Using a sample of 178 organisations operating in the Greek manufacturing sector. I investigated the universalistic model focusing on the extent to which HRM policies are used in the Greek manufacturing organisations and the contingency model focusing on the moderating effect of business strategy on the HRM-performance relationship. Furthermore, I examined the impact of HRM systems (resourcing-development and reward-relations) on business performance mediated by employee skills (competent and cooperated), attitudes (motivation, commitment, satisfaction), and behaviours (turnover. absenteeism) in an attempt to investigate the so-called "black-box" through which HRM systems lead to business performance. The results show strong support for the universalistic model, indicating that the HRM policies of recruitment, training, promotion, incentives, benefits, involvement, and health and safety are positively related with organisational performance, and the HRM pol icies of recruitment, job evaluation, promotion, and health and safety are positively related with financial performance. Moreover, the results show some support for the contingency model, indicating that the HRM systems of resourcing-development and reward-relations are either universally applicable or they are contingent on the business strategies of quality, innovation and cost, according to the specific organisational performance variable (effectiveness, efficiency, development, satisfaction, innovation, quality), or the specific financial performance variable (return on equity, return on capital employed), are called to predict. Finally the results support the concept that the HRM outcomes of employee skills, attitudes and behaviours play a mediating role between HRM systems and business performance, and generally in a framework linking HRM systems and financial performance, any theory of linkages should explicitly recognise all major links from the initial till the final step, otherwise the results may be erroneous.

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In this study we investigate the factors and strategies which facilitate organizational overperformance in adverse contexts, such as declining industries, saturated markets or even an economy in recession. A preliminary statistical analysis of 13,000 UK firms operating in declining industries revealed that many of them defy the negative industry trend with some even presenting remarkable growth rates throughout a four-year period. Motivated by the above results, the lack of past research on this phenomenon and the significance of small and medium sized enterprises (SMEs) for the economy, we employ an exploratory multiple case study methodology to examine 25 high growth UK SMEs in 22 declining sectors. We reveal that SMEs which positively diverge from a negative industry trend are run by managers with long firm tenure and high output experience in the industry. These firms also invest in human capital with high levels of firm-specific skills, promote vigorous training within and outside the company and encourage employee participation in the decision making process. In terms of social capital, over-performers tend to foster multiple informal and formal external networks by building long-term personal relationships with external actors and participating in industry-related events. We further illustrate that over-performing SMEs in declining industries concurrently pursue multiple strategies: most of them focus on differentiation via innovation and/or product-service customization along with complementary strategies, such as cost focus, marketing differentiation etc. Yet, none of these SMEs is found to pursue a pure cost leadership or differentiation strategy, while, contrary to our expectations, instead of pursuing the prescribed for SMEs market niche strategies, industry over-performers target the entire market quite aggressively. These findings challenge conventional wisdom that pure strategies are superior to mixed strategies and that 'stuck-in-the-middle' firms cannot lead the market and excel. Overall by developing and testing an integrative model of SME overperformance under adverse conditions we address an overlooked gap in the literature, set the foundations for further research in the area and provide practical value to SME managers.