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Book part
Publication date: 9 August 2017

François 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…

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.

Details

Electronic HRM in the Smart Era
Type: Book
ISBN: 978-1-78714-315-9

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Book part
Publication date: 26 August 2010

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…

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.

Details

Strategic Human Resource Management in Health Care
Type: Book
ISBN: 978-1-84950-948-0

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Article
Publication date: 24 May 2021

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…

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.

Details

Personnel Review, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0048-3486

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Article
Publication date: 1 February 2021

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…

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.

Details

Journal of Knowledge Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1367-3270

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Article
Publication date: 14 May 2018

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.

Details

VINE Journal of Information and Knowledge Management Systems, vol. 48 no. 2
Type: Research Article
ISSN: 2059-5891

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Article
Publication date: 6 March 2017

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…

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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Article
Publication date: 8 March 2021

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

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.

Details

Kybernetes, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0368-492X

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Article
Publication date: 23 August 2011

Ajit Kumar Nigam, Sonia Nongmaithem, Sudeep Sharma and Nachiketa Tripathi

The purpose of this paper is to investigate the relationship between strategic human resource management (SHRM) and performance in service sectors firms in India. Also, it…

Abstract

Purpose

The purpose of this paper is to investigate the relationship between strategic human resource management (SHRM) and performance in service sectors firms in India. Also, it has tried to explore whether the three main approaches in the area of SHRM – universalistic, contingency and configurational approaches hold true in an Indian setting.

Design/methodology/approach

Data were collected from 25 organizations, using two sets of questionnaires. Set 1 comprised measures of business strategy (n=98) and key informant approach was used to collect the data. Set 2 had measures of SHRM which consisted of two sections – human resource management (HRM) system orientation and HRM capabilities and organizational effectiveness (n=750). Performance was measured in terms of organizational effectiveness. Regression analysis was carried out at two levels: industry level and overall level.

Findings

Results indicated that there is positive relationship between SHRM and effectiveness, business strategy has an impact on the relationship between SHRM and effectiveness and universalistic theory of SHRM does not work in the Indian service sector.

Practical implications

The results of this study revealed that transport and IT‐enabled industries require more strategic HR capability while finance requires more technical HR capability. The SHRM policies need to be dynamic and contingent on the business strategy to attain maximum impact on effectiveness.

Originality/value

This study contributes to the sparse literature on the role of SHRM in the service sector industry where dependence on human resources is more critical as compared to other sectors.

Details

Journal of Indian Business Research, vol. 3 no. 3
Type: Research Article
ISSN: 1755-4195

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Article
Publication date: 9 May 2016

Gospel Onyema Oparaocha

This paper aims to contribute toward the extension and further development of the social exchange theory. It provides conceptual insights on social networks in…

Abstract

Purpose

This paper aims to contribute toward the extension and further development of the social exchange theory. It provides conceptual insights on social networks in geographically dispersed organizations, and how intra-organizational social interactions influence organizational behavior, employees relationship exchange inclination and innovation drive.

Design/methodology/approach

A thematic literature review method was used to conduct an extensive review of relevant literature.

Findings

Guided by the tenets of the social exchange theory, the authors’ analysis and discussions elucidate how intra-organizational social network architecture can be developed, supported and utilized to drive innovations in geographically dispersed organizations.

Research limitations/implications

A general limitation and perhaps also a strength of this type of conceptual paper is that it is a synthesis (thematic discursive analysis) of existing theory and published research. Thus, there are no primary empirical content. However, the issue of empirical evidence is nevertheless mediated by the fact that the discussions and argumentation process generate key propositions which could be validated in subsequent research endeavors. Also, the selection of relevant literature is restricted specifically to the topic of the study. The authors strived to ensure rigor through a robust and comprehensive literature review which was organized thematically according to all the key words in the main and sub-topics covered in Section 2.

Practical implications

The insights presented suggest that management should pay serious attention to organizational design – that is, not only from the conventional contractual obligations point of view, but rather, the increasing importance of social capital should also be given some priority when thinking of resilient ways to encourage collaborations and efficient knowledge management. In other words, intra-organizational social network architecture should be considered as organizational capability and utilized as a toolset for the SIHRM to harness knowledge flow and unleash innovation.

Social implications

As both bonding and bridging ties are not only critical for success of project teams but also intensify knowledge symmetry across different units of the organization, they are a major conduit for sustainable open innovation culture within organization. To develop competitive capabilities throughout the organization, it is important for the SIHRM to be involved in global networking, and as a network leader, the human resource management function must have an awareness of leading trends and developments in social networking. The ability to mobilize the appropriate resources and a sense of timing and context in implementing such architecture within the geographically spread organization is crucial.

Originality/value

The novel contribution of this paper is twofold. First, the study provides an implementable framework which scholars and practitioners could use to develop and test the actualization of an intra-organizational social network architecture in a geographically dispersed organization. Second, the study has provided some key propositions and a well-grounded direction for further research to inspire further development/extension of the social exchange theory.

Details

Journal of Knowledge Management, vol. 20 no. 3
Type: Research Article
ISSN: 1367-3270

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Article
Publication date: 7 August 2017

Arunprasad P.

The purpose of this paper is to determine the impact of strategic human resource management (HRM) practices and knowledge strategies on the performance of a sample of…

Abstract

Purpose

The purpose of this paper is to determine the impact of strategic human resource management (HRM) practices and knowledge strategies on the performance of a sample of software companies in India.

Design/methodology/approach

The sample chosen for this study was software professionals in India; the software companies were chosen based on their listing in the NASSCOM annual report, with financial turnover as the basis for classification. In order to measure the tangible and intangible outcomes, instruments used in this study include financial and non-economic performance.

Findings

As per the contingency approach, the fit between strategic HRM practices (staffing, general training, specific training, performance appraisal, performance feedback, reward and compensation and employee development) and knowledge strategy dimensions (consolidator, transformer and co-inventor) was observed and the results revealed that the moderation effect has had a positive impact on the firms’ performance.

Practical implications

Investment in specific developmental programs for high-potential employees and quick learners will make knowledge-intensive firms financially sound in the long run. Through an appropriate reward strategy, employees who are capable of lateral and innovative thinking at work can be engaged in consistently delivering quality projects, which will have a significant positive impact on overall project costs and the financial performance of the firm.

Originality/value

The proposed model in this study can enhance a firm’s performance, provided the firm adopts a specific knowledge strategy and coherently aligns it with strategic HRM practices to achieve a sustained competitive advantage.

Details

Employee Relations, vol. 39 no. 5
Type: Research Article
ISSN: 0142-5455

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