The link between business strategy and human resource management (HRM) practices has received considerable attention from researchers. It is generally believed that integrating strategy and HRM will result in positive organizational outcomes. The empirical evidence for the strategy‐HRM relationship is, however, still inconclusive. For example, it is still unclear as to how these two variables are linked and what other variables are involved. Therefore, this study sought to test a model of the relationships among competitive strategy, HRM practice, quality management approach, and management orientation. Data from a survey of 108 manufacturing companies were analyzed using path analysis. The results indicated that management orientation predicted quality management approach, competitive strategy, and HRM practice. In addition, quality management approach and competitive strategy mediated the relationship between HRM practice and competitive strategy. Implications of these findings and suggestions for future research are discussed.
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