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The purpose of this paper is to examine the relationship between levels of human capital and financial performance of firms that use two distinct human resource management (HRM) strategies.

A survey of 128 HRM managers was conducted to assess differences in human capital between firms using different HRM strategies. A multiple regression analysis was used to investigate the relationship between firms’ human capital and financial performance.

The results show that companies employing a make-organic strategy have a higher level of human capital than companies employing a buy-bureaucratic strategy. There was no relationship between the level of human capital and long term financial performance of firms with both make-organic and buy-bureaucratic strategies.

This research contributes toward understanding the effect of HRM strategy and facilitates an optimal strategy choice depending on the organization. However, this study did not consider the lead time between changes in human capital and the effect on financial performance.

The research encourages firm managers to understand the value of human capital, preparing them for changes in the future.

This study is among the first to investigate the relationship between human capital and financial performance considering different HRM strategies.

This study seeks to examine the relationships between corporate strategy, human resource management (HRM) strategy, and knowledge management (KM) strategy, as well as their interactive influence on KM effectiveness.

Samples studied are 147 Taiwanese large companies in banking, services, and manufacturing industries; responses from multiple informants are collected from each firm.

Results indicate that firms pursuing cost leadership strategy and buy‐bureaucratic HRM strategy are more likely to adopt codification KM strategy. Firms adopting differentiation strategy and make‐organic HRM strategy are associated with frequent use of personalization KM strategy.

This study finds that fit between KM strategy and both corporate as well as HRM strategy are significantly related to better KM effectiveness in terms of process outcome, learning capability, and organizational outcomes.

The purpose of this study is to identify the impact of Michel Porter's generic business-level strategies adopted by the organisation on its employer branding strategy. Based on the expert’s opinion and insights, this study aims to determine the extent to which the employer branding strategy, its inherent significance, the requisite investment and the used tactics are influenced by the organisation's business strategy.

Considering a phenomenological research design, this study adopted semi-structured interviews as a means to gather qualitative data from a purposive sample comprising HR professionals. The collected data were subjected to thematic analysis, enabling the identification of recurring themes and patterns. Findings and conclusions were subsequently derived in accordance with the outcomes of the thematic analysis.

The study revealed that the significance, nature, challenges and ways of implementation of employer branding strategies vary depending on the type of business strategy adopted by the organisation. While organisations pursuing a differentiation strategy heavily invest in employer branding and placing considerable efforts into developing an appealing employee value proposition, companies pursuing cost leadership invest relatively less in employer branding by implementing cost-effective tactics. Companies implementing a focus strategy demonstrate a moderate level of investment in employer branding initiatives.

The study is limited to IT, manufacturing and banking sectors only. Additionally, the sample of the study is limited.

Employer branding as a strategy has been widely explored in the recent past. Similarly, Michel Porters’ generic strategies have also been widely researched. However, the interconnection between these two levels of strategies presents novel perspectives for business strategists and HR professionals involved in the formulation and implementation of HR strategies. This linkage provides valuable insights that facilitate effective decision-making in relation to employer branding strategies, enabling organisations to prioritise their objectives more effectively.

The existing literature lacks research that investigates the connection between employer branding strategy and business strategy. Hence, this study represents a pioneering effort that aims to explore this unexplored linkage. Further, this research effort has also uncovered previously uninvestigated findings concerning the comparative analysis of employer branding strategies across different sectors while examining the connection between business strategy and employer branding strategy.

The aim of this study is to investigate the role of knowledge sharing (KS) culture in leveraging knowledge management (KM) strategy and human resource (HR) strategy to improve business performance (BP).

A structured questionnaire survey was distributed to 120 randomly selected companies in Kuwait. A total of 392 valid responses were collected and tested using a structural equation model. Statistical analysis was conducted using SPSS and LISREL software to verify the research hypotheses.

The results revealed the impact of the mediating variable KS culture on the enhancement of BP. Both KM strategy and HR strategy were observed to have a positive direct effect on KS culture.

The results indicate that top management should make efforts to cultivate a KS culture to achieve better BP and future success.

The primary research contribution is the conceptual model for the role of KS culture as a mediator between KM strategy, HR strategy and BP.

Drawing on the concept of fit, this paper aims to propose a knowledge management (KM) fit model within which KM strategy, IT strategy, and HRM strategy are coaligned and to empirically test this model with empirical data.

Data for hypotheses testing are collected from top‐ranked companies in Taiwan; yielding 161 valid samples. Performance implications of fit are examined using multiple perspectives with covariation and matching approaches.

The findings show that the holistic perspective of fit as covariation supports the fit relationships on business performance. In addition, with the reductionistic perspective of fit as matching, the findings also show their bivariate relationships have significant impacts on business performance.

A successful KM project must take various attributes into account, to ensure a positive outcome. In such a context, organization, process, human resources, and IT are thought to be the key elements and enablers for best KM practices. Thus, cogitating and integrating various factors related to the KM area are considered by researchers to be the most important tasks. However, fit mechanism is a dynamic process. The authors suggest that future research should adopt a longitudinal view to deal with the dynamic changes that may occur in fit operations.

There has been little attempt to explore KM issues by using multiple perspectives to examine the performance implications of fit on business performance. Thus, the authors posit that performance measuring in growth and profitability are affected by fit among these three KM‐related strategies.

The purpose of this paper is to indicate that managers responsible for decision making often have a limited appreciation of strategic shifts between codification and personalization of knowledge in different operational environments. This study is motivated by a concern to illuminate the influence of diverse business environments in the shift between strategies of knowledge in organizations.

A qualitative multiple case-study method was adopted to research four case organizations drawn from multiple industries – manufacturing, research, education and consulting – that are positioned within contrasting operating environments (i.e. local, national, international and multinational, respectively).

Results from the case studies suggest that four factors condition shifts between codification and personalization strategies in different operational environments that are of critical significance for the effective use of knowledge in organizations. The authors have also found that strategic shifts between codification and personalization are continuous and emergent.

The study suggests that the combination of multi-operational types and four elements (i.e. competition, organizational size, organizational structure and information technology) are highly relevant for determining the shifts between codification and personalization strategies in organizations.

The manufacturing sector is well known for its significance in upholding the economic prosperity of many nations. However, in today's unprecedented environment, the resilience of this sector has become vulnerable to relentless catastrophic events, thus gaining a serious concern among the economies driven by this sector. Albeit the various determinants, human capital emerges as the widely accepted core factor that holds the key to proliferate organisational resilience. Therefore, the present systematic literature review seeks to intensify the understanding of the link between human capital and organisational resilience in the manufacturing context.

This paper systematically reviews the studies converging human capital and organisational resilience in the context of manufacturing from the year 2011 to 2021 based on the PRISMA protocol. A bibliographic coupling analysis was carried out using VOSviewer software to expose the main research themes and trends concerning the relationship.

The bibliographic coupling analysis discovered links between publications to produce a framework outlining a holistic state-of-art of the literature intersecting human capital and organisational resilience. The analysis identified main research themes by clustering the prior studies into seven groups, which describe the direction of the literature.

This study offers a novel framework and in-depth understanding to the research community to delve into the interrelationship between human capital and organisational resilience research. Guided by the gaps in the literature, a set of outstanding avenues for the forthcoming studies are also proposed.

The purpose of this paper is to explain and empirically test the dependence of organizational processes related to knowledge on the nature of assumptions operating in processes of human resource management (HRM) in organizations. It concentrates on practices related to training, career development and retention.

This empirical study as a quantitative nature and the sample is made up of 5,306 collaborators in 634 organizations belonging to an economic group in the banking sub-sector. Data were collected through two questionnaires: human resource management practices questionnaire and knowledge management questionnaire – short form. The model was tested by applying univariate and multivariate multiple regression analyses.

Findings provide support for the proposed model and show the predictive capacity of the HRM practices regarding knowledge management (KM) processes, revealing a strong direct relationship between the two constructs. It stands out that the people management practices adopted from an organic and valued perspective possess a particular and distinctive capacity to predict and impact positively on KM processes.

The findings may be used by human resources and KM practitioners interested in the development of organizational knowledge through human resource practices.

The main contribution of this study is to confirm the close relationship of dependency between organizational management processes regarding people and knowledge, showing the positive effect of best practices of HRM on KM processes, as opposed to traditional or transactional practices.