While the links between High Performance Work Systems (HPWS) and organizational performance are established, this study extends the literature by providing insights into Aotearoa (New Zealand) firms, including firms with Maori ownership (the indigenous people of Aotearoa). We test whether indigenous businesses extract greater benefit from HPWS compared to their non-Maori competitors using social exchange theory. In study 1 (606 firms including n=85 Maori Firms) we find HPWS are positively related to firm performance benefits, with workforce retention (including top talent) playing a mediating role. Significant moderation and moderated mediation effects show that Maori firms are better able to leverage HPWS towards greater firm performance. To better understand these findings and examine whether distinct Maori cultural values play a role we conduct two further studies. In study 2 we undertook 12 case studies (six Maori firms) and found Maori cultural values shaped HR practices and that these can also be included in non-Maori firms. Finally, study 3 (n=127 Maori employees) tested the effects of Maori centric HPWS on time-lagged turnover intentions and direct effects were support. We also found these were more important for earlier career than late career Maori employees. This study challenges the universal nature of HPWS and suggests while they might be generally important across indigenous workforces, a more culturally specific approach might provide greater insights and accuracy.
