The impact of knowledge management on firm performance: direct impact vs. the mediating impact of strategic human resource practices: an empirical case study

2019 ◽  
Vol 34 (4) ◽  
pp. 536
Author(s):  
Ali Rezaei ◽  
Reza Shirani
Keyword(s):  
Knowledge Management ◽  
Firm Performance ◽  
Human Resource ◽  
Human Resource Practices ◽  
Direct Impact ◽  
The Impact

scholarly journals The Impact of Strategic Human Resource Management on Organizational Innovation and Knowledge Management Capacity (Case Study of Saipa-Citroen Company)

2018 ◽  
Author(s):  
Susan Boostani ◽  
Ali Sabbaghian
Keyword(s):  
Knowledge Management ◽  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Organizational Innovation ◽  
Strategic Human Resource Management ◽  
Equation Modeling ◽  
Management Capacity ◽  
The Impact

The purpose of this research is to investigate the effect of strategic human resource management on organizational innovation and knowledge management capacity (Case Study of Saipa-Citroen Company). The research method is descriptive-survey. The statistical population consisted of all staff members of Saipa-Citroen (2884 people) who were selected by simple random sampling of 340 people using the Morgan table. Data gathering tools include Human resources management Strategic Management Inventory, Organizational Innovation, Knowledge Management Capacity Ogger Yuzgat et al. (2015). Data analysis was performed using structural equation modeling method. Findings of the research showed that HRM has an impact on the components of knowledge management capacity (knowledge acquisition, knowledge sharing, knowledge software, exploration and exploitation) (P <0.05). The results showed that strategic human resource activities of organizations positively affect organizational innovation (P <0.05). Organizational HRM positively affects organizational organizational knowledge management capacity (P> 0.05).

Human resource practices, employee competencies and firm performance: a 2-1-2 multilevel mediational analysis

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Sukhpreet Kaur ◽  
Gurvinder Kaur
Keyword(s):  
Firm Performance ◽  
Human Resource ◽  
Large Scale ◽  
Human Resource Practices ◽  
Related Factors ◽  
Firm Level ◽  
Content Type ◽  
Mediational Analysis ◽  
Academic Qualification ◽  
Employee Competencies

PurposeThis study aims to understand the role of employee competencies in terms of the relationship between Human Resource Practices (HRPs) and firm performance.Design/methodology/approachA sample of 60 HR managers and 546 employees from large-scale food processing firms were considered for the study. The study presents a 2-1-2 multilevel mediational analysis in which HRPs and firm performance are measured at the firm level (Level-2) and employee competencies are measured at employee level (Level-1).FindingsPositive relationship was found between HRPs and firm performance, which was partially mediated by employee competencies.Practical implicationsThe study highlights the importance of employee-related factors by focusing on the wider dimensions of human capital (e.g. academic qualification, job experience) in HRPs–performance relationship.Originality/valueThe study undertakes a 2-1-2 multilevel mediational analysis, which is rarely applied in HRM studies; however, this interaction between macro- and microlevel effects will create a better understanding of organization studies from an integrated and multilevel context.

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