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Although large-scale studies enable us to understand current trends such as absenteeism, lower motivation among some groups of workers, and problems encountered in hiring workers with specific skills in the Belgian labor market, they do not always help capture why companies set up specific human resources management (HRM) practices. For instance, these studies devote little attention to contextual factors that can affect work organization. Based on quantitative methods, they often fail to integrate perceptions of individuals working at different organizational levels or to capture the underlying dynamics of specific HRM practices. Based on an empirical approach at firm level, we argue that a more qualitative analysis, especially based on detailed case studies, could enriching quantitative approaches through a better understanding of company behavior in the labor market and suggest new, original theories or proposals related to work organization. For example, these proposals could adopt a more diagnostic approach for companies that need to implement specific changes or take into account the potential impact of previous experiences in the decision-making process.