The mediating effect of strategic human resource practices on knowledge management and firm performance

  1. Antonio Aragón Sánchez 1
  2. Gregorio Sánchez Marín 1
  3. Arleen Mueses Morales 1
  1. 1 Department of Business Management and Finance, Faculty of Business Economics, University of Murcia
Zeitschrift:
Revista europea de dirección y economía de la empresa

ISSN: 1019-6838

Datum der Publikation: 2015

Ausgabe: 24

Nummer: 3

Seiten: 138-148

Art: Artikel

DOI: 10.1016/J.REDEE.2015.03.003 DIALNET GOOGLE SCHOLAR lock_openDialnet editor

Andere Publikationen in: Revista europea de dirección y economía de la empresa

Zusammenfassung

Previous empirical evidence has suggested that knowledge management and human resource practices can interact in order to improve firm performance. Based on this idea, the purpose of this study is to propose and test an integrative model that examines strategic human resource practices as a catalytic mechanism influencing the effectiveness of knowledge management. Our findings confirm that knowledge management strategies positively influence firm performance through certain high work performance practices – selective staffing, intensive training, active participation, comprehensive performance appraisal, and performance-based compensation – highlighting the mediating role of human resource management in this relationship and the need to align human resource practices with organizational strategies.

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