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1 – 10 of over 8000François L’Écuyer and Louis Raymond
This study aims to explore the relationship between IT and HRM in the context of manufacturing SMEs, more specifically the relationship between strategic HRM and e-HRM as well as…
Abstract
Purpose
This study aims to explore the relationship between IT and HRM in the context of manufacturing SMEs, more specifically the relationship between strategic HRM and e-HRM as well as the performance effects of this relationship. The conceptual framework is founded upon the resource-based view (RBV), specifically upon the strategic HRM and e-HRM capabilities of SMEs and upon the strategic alignment of these capabilities in the form of capability configurations or “gestalts.”
Methodology/approach
To answer the research questions, a questionnaire was constructed and mailed to 1854 manufacturing SMEs in the province of Quebec, Canada, producing 216 valid responses that were used for statistical analysis purposes. Capability configurations were identified through a cluster analysis of the e-HRM and strategic HRM capabilities developed by these firms.
Findings
Using structural equation modeling to validate the research model, a causal analysis confirmed a positive influence of the sampled SMEs’ strategic orientation upon their development of strategic HRM capabilities. More importantly, a higher level of alignment between the SMEs’ strategic HRM and e-HRM capabilities was associated to a higher level of strategic HRM performance.
Originality/value
To our knowledge, ours is the first study to show interest in the effect of the strategic alignment of HRM and IT capabilities upon HRM performance, by adopting a configurational perspective and considering organizational IT from a functional point of view. Given the specific context of SMEs, the focus was on e-HRM capabilities related to the IT infrastructure of these organizations and the IT competencies of individuals related to HRM.
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Rajasshrie Pillai and Kailash B.L. Srivastava
The research examines the role of Smart HRM 4.0 in developing dynamic capabilities and its impact on human resources and organizational performance.
Abstract
Purpose
The research examines the role of Smart HRM 4.0 in developing dynamic capabilities and its impact on human resources and organizational performance.
Design/methodology/approach
The authors used a grounded theory approach and conducted interviews of 39 senior HR managers from IT, ITeS, consulting, services and E-commerce companies through a semi-structured questionnaire. The authors analyzed the interview data with NVivo 8.0 to identify the themes related to the dynamic capabilities to Smart 4.0 HR practices.
Findings
The study provides a conceptual framework for organizational performance using dynamic capabilities built due to Smart HRM 4.0 practices. Organizations use Smart HRM 4.0 to develop dynamic capabilities: building learning and knowledge sharing capability and integration, reconfiguration capabilities. Further, the dynamic capabilities contribute to HR and organizational performance.
Originality/value
This study divulges the role of Smart HRM 4.0 practices in developing dynamic capabilities in Indian firms. The study provides an appealing insight into the structural link between Smart HRM 4.0 and dynamic capabilities, which are yet to be explored. This study extends the Smart HRM 4.0 and dynamic capabilities concepts for senior HR professionals and contributes to human resource management and organizational performance literature.
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Naresh Khatri, Kalyan Pasupathy and Lanis L. Hicks
Health care organizations are facing the dual challenge of providing high-quality patient care at an affordable price. In this article, we argue that the role of people, or human…
Abstract
Health care organizations are facing the dual challenge of providing high-quality patient care at an affordable price. In this article, we argue that the role of people, or human resource management (HRM), and information, or health information technologies (HIT), is crucial in surmounting the above challenge. Specifically, we contend that HRM and HIT in health care are fundamental rather than support functions, and health care organizations need to build internal capabilities in both HRM and HIT to manage these resources effectively. Health care organizations vary in their levels of HRM and HIT capabilities. A few exceptional health care organizations have built both of these capabilities and have derived significant complementarities between HRM and HIT that, in turn, have allowed them to be leaders in value-based health care delivery. Several health care organizations have developed capabilities in either HRM or HIT but not in both, and still others have developed capabilities in neither function. Outsourcing of HRM and HIT by health care organizations is likely to hamper the integration and embedding of these functions in organizational operations. Although HIT has attracted significant attention from policy makers and health care organizations alike, it is not so with HRM. Most large-scale HIT initiatives that proceed without strong HRM capabilities are likely to result in disappointing outcomes. This occurs because the organizational change and development embodied in major HIT initiatives often cannot be sustained without strong HRM capabilities.
Hui Lei, Mathida Khamkhoutlavong and Phong Ba Le
Given the important role of knowledge resource for organizational innovation, the purpose of this study is to examine the mediating mechanism of knowledge management capability…
Abstract
Purpose
Given the important role of knowledge resource for organizational innovation, the purpose of this study is to examine the mediating mechanism of knowledge management capability (KMC) and the moderating role of knowledge-centered culture (KCC) in the relationship between human resource management (HRM) and firms’ innovation capabilities.
Design/methodology/approach
Analysis of moment structures and structural equation modeling are applied to examine the correlation among the constructs based on the survey data collected from 135 manufacturing firms.
Findings
The empirical findings reveal that KMC positively mediates the relationship between HRM practices and innovation capability. Especially, KCC of organization significantly fosters the impacts of HRM practices on KMC and aspects of innovation capability, namely, exploitative and exploratory innovation.
Practical implications
Chinese firms should invest in HRM practices and KMC to improve their innovation capabilities. In addition, developing KCC is suitable for Chinese firms to foster the effects of HRM practice on innovation capability.
Originality/value
By investigating the different moderated-mediation mechanisms, the paper has significantly contributed to advancing the body of knowledge of innovation theory and providing deeper insights on the correlation between HRM practices and firm’s capability for ambidextrous innovations.
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Javier Gonzalez-Benito, Isabel Suárez-González and Daniel González-Sánchez
Competitive strategy is one of the key factors traditionally related to performance, but research explaining the mechanisms through which this strategy improves business results…
Abstract
Purpose
Competitive strategy is one of the key factors traditionally related to performance, but research explaining the mechanisms through which this strategy improves business results is scant. This study aims to shed light on this relationship by analyzing human resource management (HRM) strategy as an essential tool for transforming business strategy into results.
Design/methodology/approach
Focusing on two generic competitive strategies, the authors establish hypotheses on the need for alignment among four echelons: business strategy, HRM system objectives, HRM system capabilities and business performance. The authors test these hypotheses with structural equation modeling techniques using data provided by 204 industrial companies.
Findings
The results show that to get the most out of a competitive strategy based on quality differentiation, HRM system objectives and capabilities must be focussed on quality. In the same way, a competitive strategy based on innovation differentiation requires HRM system objectives and capabilities focussed on flexibility to achieve the maximum impact on performance. In this second case, alignment is fundamental in low dynamic environments.
Originality/value
This research not only provides additional evidence for the strategic relevance of the human resources (HR) function but also reveals the potential benefits of focusing on objectives and capabilities rather than on practices. Moreover, it shows that the role of HRM objectives and capabilities in the implementation of a competitive strategy can be shaped by factors beyond the company's control, such as environmental dynamism.
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Faisal Iddris, Philip Opoku Mensah, Charlotte Adjanor-Doku and Florence Yaa Akyiaa Ellis
This paper aims to investigate the influence of human resource management (HRM) practices on the level of innovativeness observed within the service sector of Ghana, taking into…
Abstract
Purpose
This paper aims to investigate the influence of human resource management (HRM) practices on the level of innovativeness observed within the service sector of Ghana, taking into account the potential mediating role of innovation capability.
Design/methodology/approach
The research used a quantitative methodology to fulfill the study's objectives. A Web-based survey questionnaire was designed to gather data from a sample of 168 respondents, selected through a convenient sampling technique. The proposed model was tested using the Process Macro Model 4 by Hayes in SPSS version 26.
Findings
The study’s outcomes indicate that there is no statistically significant correlation between HRM practices and firm innovativeness. However, the mediating role of innovation capability was observed to fully account for the relationship between human HRM practices and firm innovativeness. Additionally, a positive and significant association was identified between HRM practices and innovation capability, as well as between innovation capability and firm innovativeness.
Research limitations/implications
It is important to note that the findings are limited to the perspective of employees within the service sector of Ghana. Therefore, future research could explore the manufacturing and/or extraction industries in Ghana to obtain a more comprehensive understanding. Furthermore, a larger sample size could be considered in future studies.
Originality/value
To the best of the authors’ knowledge, this study presents a novel examination of the hypothesized model within the Ghanaian context, providing valuable insights into the relationship between HRM practices, innovation capability and firm innovativeness.
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Lejla Turulja and Nijaz Bajgoric
Drawing on dynamic capability view, this study aims to offer a conceptual framework to clarify the nature of the effects of firm’s information technology (IT) capability…
Abstract
Purpose
Drawing on dynamic capability view, this study aims to offer a conceptual framework to clarify the nature of the effects of firm’s information technology (IT) capability, knowledge management (KM) capability and human resource management (HRM) capability on organizational business performance. IT is the driver that changes all aspects of doing business in the digital era, while both knowledge and human resources (HR) are being increasingly regarded as key levers of competitive advantage in today’s global, dynamic and complex business environment.
Design/methodology/approach
The survey methodology was used to collect data. To clarify the relationships between IT capability, KM capability and organizational business performance, the qualitative literature review has been conducted. This review has revealed the three structural models presenting possible interactions between observed constructs. Confirmatory factor analysis has been used for the evaluation of proposed measurement models while structural equation modeling has been used for structural models’ assessments and hypotheses testing.
Findings
IT capability enhances HRM capability which enhances KM capability. As a result, KM capability together with IT capability enhances organizational business performance. In addition, there is an interaction effect of KM capability and HRM capability on business performance.
Research limitations/implications
First, the sample is based on the emerging economy firms. Second, the use of a self-rating performance measure may be a limitation of the study. Third, the data are not completely normally distributed. Fourth, specificities of different industries were not the subject of analysis in this paper. This should be considered in the interpretation and understanding of the results.
Practical implications
From managerial point of view, the paper indicates what managers can do to master their dynamic capabilities, especially those relevant to the business in the digital era. Firms are urged to develop and improve their capabilities to face dynamic environment and intense competition, as well as business globalization. However, to improve certain capability, firms should develop others as well because of their interconnectedness.
Originality/value
The main academic contribution of this study is reflected through the development of the integrative model which is aimed at identifying the interrelationships among IT, KM, HRM and business performance. The results indicate the importance of observing interconnections between the firms’ various capabilities to verify the premise of the dynamic capability view. This paper identified relationships between most prominent firm’s resources for the digital era: knowledge, HR and IT. The results show causes and effects of relationships between capabilities related to these resources.
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The purpose of this paper is to examine the impact of high-involvement human resource management (HRM) practices on innovation capabilities via the mediating role of knowledge…
Abstract
Purpose
The purpose of this paper is to examine the impact of high-involvement human resource management (HRM) practices on innovation capabilities via the mediating role of knowledge sharing (KS) behaviors. This paper also investigates the potential moderating role of market turbulence in fostering the influence of KS behaviors on two forms of innovation capability, namely exploitative and exploratory innovation.
Design/methodology/approach
Analysis of moment structures and structural equation modeling are applied to examine the correlation among the latent constructs based on the survey data collected from 125 manufacturing and service firms.
Findings
The findings of this study support the mediating role of KS behaviors in the relationship between high-involvement HRM practices and aspects of innovation capability. It highlights the important role of market turbulence in strengthening the influence of KS on exploitative and exploratory innovation.
Research limitations/implications
Future research should investigate the impact of high-involvement HRM practices on innovation capability under the moderating effects of organizational variables, such as perceived organizational support, to bring better understanding on a new mechanism to pursuit innovation.
Originality/value
The paper significantly contributes to increasing knowledge and insights into the correlation between high-involvement HRM practices and specific forms of innovation. The understanding on the mediating role of KS behaviors and the moderating role of market turbulence contribute to advancing the body of knowledge of HRM and innovation theory.
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Alvaro Lopez-Cabrales, Mar Bornay-Barrachina and Mirta Diaz-Fernandez
The purpose of this paper is to analyze the antecedents of the development of dynamic capabilities from an HRM perspective, considering the leading role of leadership styles and…
Abstract
Purpose
The purpose of this paper is to analyze the antecedents of the development of dynamic capabilities from an HRM perspective, considering the leading role of leadership styles and their potential impact on the orientation of HR systems and a firm’s capabilities.
Design/methodology/approach
The authors designed an empirical study of a sample of 107 Spanish industrial firms, asking HR, production and marketing managers to assess the CEO’s leadership styles, the system of HRM practices applied in their organizations and dynamic capabilities. They applied multiple regressions and mediation analysis.
Findings
The authors’ results suggest that both transactional and transformational leadership styles are positively associated with dynamic capabilities (sensing, seizing and reconfiguration), directly and indirectly, through their effects on HR systems.
Research limitations/implications
This paper approaches dynamic capabilities by using cross-sectional data. A longitudinal analysis would enrich this study. Also, the data aggregation in this paper does not allow to check different HR orientations from different departments. Finally, other HRM practices and strategic orientations could be assessed.
Practical implications
This paper highlights the need to develop CEOs who are able to combine leadership behaviors in such a way that they promote HR systems (skill-based development vs job-based development) and to use them as mediating mechanisms and in order to generate greater dynamic capabilities in the organization.
Originality/value
The authors are proposing that HRM can be applied to leverage a firm’s competitive advantage, as HR systems mediate for obtaining different dynamic capabilities. Second, it could be concluded that any CEO should combine or display traits of both forms of leadership styles (transformational and transactional) in order to develop the full range of dynamic capabilities. Finally, this paper can provide some insights into the way dynamic capabilities can be measured and approached, through HRM microfoundations.
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Rawan Enad Al-Qaralleh and Tarik Atan
The emergence of the knowledge economy and Industry 4.0 has prompted many firms to invest considerable resources into knowledge-based human resource management (HRM) practices and…
Abstract
Purpose
The emergence of the knowledge economy and Industry 4.0 has prompted many firms to invest considerable resources into knowledge-based human resource management (HRM) practices and business analytics capabilities aimed at enhancing competitiveness. This paper aims to propose a conceptual model that examines the collective effects of knowledge-based HRM practices, business analytics capabilities and organizational agility on innovative performance using knowledge-based theory as a theoretical framework.
Design/methodology/approach
The present study empirically tested the above-said idea by surveying (n = 182) individuals with supervisory capacity in Jordanian 4- and 5-star hotels. The obtained data was analyzed using linear modeling and fuzzy sets (fsQCA) techniques.
Findings
Results from linear modeling revealed that knowledge-based HRM practices, business analytics and organizational agility are important antecedents for innovative performance. Conversely, findings from fsQCA revealed that organizational agility is a necessary and sufficient condition to achieve high innovative performance. While business analytics is a sufficient condition to achieve high innovative performance.
Originality/value
This study is among the first to unveil the linear and complimentary effects of knowledge-based HRM practices, business analytics capabilities and organizational agility on innovative performance. Implications for theory and practice are discussed.
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