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The Mediating Role of Knowledge Management and the Moderating Part of Organizational Culture between HRM Practices and Organizational Performance

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  • Ahmad A. Al-Tit

Abstract

The aim of this study was to investigate the relationship between human resource management (HRM) practices and organizational performance on the basis of 247 valid and reliable questionnaires distributed to managers at different management levels working in Jordanian manufacturing firms. The study also aimed to explore the mediating role of knowledge management as well as the moderating effect of organizational culture on the relationship between HRM practices and organizational performance. Ten HRM practices and 10 indicators of organizational performance were adopted for the purpose of this study. Knowledge management was measured by examining three processes; knowledge creation, sharing and utilization. Organizational culture was measured according to passive/defensive, aggressive/defensive and constructive cultures. The results of the study supported the presumed hypotheses. Hence, HRM practices significantly predicted organizational performance. Knowledge management mediated the relationship between HRM practices and organizational performance. Finally, it was found that organizational culture moderated the relationship between HRM practices and organizational performance as well as the relationship between HRM practices and knowledge management. Constructive cultures play a positive role in the relationship between HRM practices and organizational performance (OP), while defensive cultures negatively affect the relationship between HRM practices and knowledge management (KM). The main contribution of this study to the literature on HRM, KM and OP derives from the lack of prior studies addressing the same purposes as this study. The study informs researchers and managers that both knowledge management and organizational culture mediate and moderate the impact of HRM practices on organizational performance to a considerable extent.

Suggested Citation

  • Ahmad A. Al-Tit, 2016. "The Mediating Role of Knowledge Management and the Moderating Part of Organizational Culture between HRM Practices and Organizational Performance," International Business Research, Canadian Center of Science and Education, vol. 9(1), pages 43-54, January.
    • Handle: RePEc:ibn:ibrjnl:v:9:y:2016:i:1:p:43-54
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    References listed on IDEAS

    as
    1. Tsung‐Hsien Kuo, 2011. "How to improve organizational performance through learning and knowledge?," International Journal of Manpower, Emerald Group Publishing Limited, vol. 32(5/6), pages 581-603, August.
    2. Yung‐Chang Hsiao & Chung‐Jen Chen & Shao‐Chi Chang, 2011. "Knowledge management capacity and organizational performance: the social interaction view," International Journal of Manpower, Emerald Group Publishing Limited, vol. 32(5/6), pages 645-660, August.
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    Cited by:

    1. Said bin Sulaiman Alhosni & Salman Mohammed Abu Lehyeh, 2019. "The Impact of Management Information System on the Employees Performance Management in Sultanate of Oman Telecommunication Companies," International Journal of Human Resource Studies, Macrothink Institute, vol. 9(3), pages 55-74, December.
    2. Mohammad Adaileh & Hasan Abu AlZeat, 2017. "Impact of Knowledge Sharing and Leakage on Innovative Performance," Journal of Sustainable Development, Canadian Center of Science and Education, vol. 10(1), pages 1-92, February.

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    More about this item

    Keywords

    human resource management; organizational performance; knowledge management; organizational culture; Jordan;
    All these keywords.

    JEL classification:

    • R00 - Urban, Rural, Regional, Real Estate, and Transportation Economics - - General - - - General
    • Z0 - Other Special Topics - - General

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