We treat the three HR systems as archetypes, recognizing organizations can enact them to varying degrees. A given relational climate will be likely to emerge to the extent that an HR system more closely resembles one of these archetypes, as would be the case when major HR system elements—employment relationship, employment mode—and HR practices are coherently implemented (cf. Bowen & Ostroff, 2004). As explained below, a compliance HR system is likely to engender a market pricing climate. With a collaboration system, an equality matching relational climate is more likely to emerge. Finally, a commitment HR system is most likely to sustain a communal sharing climate. Accordingly, we assume it is the combination of HR system elements and practices that leads to the emergence of the relational climates rather than any one of them in isolation.