Much of the empirical SHRM research published to date can be described as coupling and while it is potentially
useful, it is not as likely to lead to breakthrough insights. Coupling research involves extending previous work by (a) using a
different subject population, (b) using a different operationalization of one or more variables, (c) including different levels of a
variable than were studied previously, (d) simultaneously examining two variables that have in the past only been studied
independently, (e) including potential mediating and moderator variables, or (f) extending previous work in a variety of other ways
Coupling is useful early on when a domain is just beginning to become established, but the marginal contribution is reduced once a baseline of understanding has been reached. A potential danger of coupling research is that
weaknesses inherent in earlier work may be perpetuated, a criticism that has been leveled at some of the SHRM research
examining the relationship between HR systems and organizational performance. Additionally, Sackett and Larson quote McGuire
(1979) in observing the tendency for seminal innovative research to degenerate over time into “baroque conceptual distinctions and arcane elaborations. To help prevent that fate, we offer the following directions for future SHRM research.