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

• Antonio Aragón Sánchez ^[1] ; Gregorio Sánchez Marín ^[1] ; Arleen Mueses Morales ^[1]
  1. [1] Universidad de Murcia

     Universidad de Murcia

     Murcia, España

     
• Localización: Revista europea de dirección y economía de la empresa, ISSN 1019-6838, Vol. 24, Nº 3, 2015, págs. 138-148
• Idioma: inglés
• DOI: 10.1016/j.redee.2015.03.003
• Títulos paralelos:
  • Gestión del conocimiento y resultados empresariales: efecto mediador de las prácticas de recursos humanos
• Enlaces
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• Dialnet Métricas: 7 Citas
• Resumen
  • español

    La evidencia empírica previa señala que tanto la gestión del conocimiento como las prácticas de recursos humanos pueden interactuar de diversas formas para mejorar los resultados de la empresa. Partiendo de esta idea, el objetivo de este trabajo es proponer y contrastar un modelo que examina la gestión de recursos humanos como mecanismo catalizador de la efectividad de la gestión del conocimiento. Nuestros hallazgos confirman que las estrategias de codificación y personalización del conocimiento influyen positivamente en los resultados de la empresa a través de determinadas prácticas estratégicas de recursos humanos de alto rendimiento, lo que confirma el papel mediador de la gestión de recursos humanos en dicha relación y la necesidad de ajustar las prácticas de recursos humanos a las característicasestratégicas de la organización.

  • English

    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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