Nowadays, interfirm collaboration has become an increasingly
popular strategy among many organizations in various industries, in
order to remain competitive. Based on the contingency theory, this paper
examines the moderating effect of interfirm collaboration on the
relationship between Human Resource Management (HRM) practices and
organizational performance. Interfirm collaboration refers to the
collaboration strategies undertaken by R&D companies, with other
companies in similar or diverse functional areas, including R&D,
marketing, or manufacturing, to enhance performance.  Using data from 64
R&D companies, the hierarchical regression analyses showed that
only collaboration in R&D and functional collaboration in
manufacturing significantly moderated the relationship between HRM
practices and organizational performance. Overall, the results provided
partial support in the domain of the contingency theory. These results,
however, are limited by the small sample size, which might have produced
non-significant findings. Therefore, the generalization should be taken
cautiously. Future research with a larger sample size is needed to
confirm the findings.