The Impact of Human Resource Management Practices, Organisational Culture, Organisational Innovation

The Impact of Human Resource Management Practices, Organisational Culture, Organisational Innovation

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International Journal of Business and Management; Vol. 8, No. 22; 2013 ISSN 1833-3850 E-ISSN 1833-8119 Published by Canadian Center of Science and Education 1 The Impact of Human Resource Management Practices, Organisational Culture, Organisational Innovation and Knowledge Management on Organisational Performance in Large Saudi Organisations: Structural Equation Modeling With Conceptual Framework Sami Abdullah Al-bahussin 1 & Wael Hassan El-garaihy 2 1 Department of Business Administration, College of Business Administration University of Dammam, Saudi Arabia 2 Department of Business Administration, College of Applied Studies and Community Service, University of Dammam, Saudi Arabia & Seconded by University of Port Said, Egypt Correspondence: Wael Hassan El-garaihy, College of Applied Studies and Community Service, University of Dammam, Saudi Arabia. Tel: 966-568-275-441. E-mail: [email protected] Received: August 19, 2013 Accepted: October 8, 2013 Online Published: October 15, 2013 doi:10.5539/ijbm.v8n22p1 URL: Abstract The conceptes of human resource management practices, organisational culture, knowledge management, organisational innovation, and organisational performance in the human resource management research field have been implemented. Although the results of literature were significant, no studies were released in order to conduct a study about the function of human resource management practices in intensifying the organisational performance with interfering organisational culture, knowledge management, and organisational innovation. The purpose of this study is to narrow this gap in the research. The study, moreover, attempts to investigate the connections amid organisational culture, knowledge management, and organisational innovation.The research utilizes causality models and suggests a conceptual schema subsequent to a comprehensive analysis of the literature linked to human resource management field. A sample of 203 human resource directors working in large organisations in the Eastern Region of Saudi Arabia is used. The confirmatory factor analysis [CFA] and SEM are used to analyze and approve the proposal of the conceptual schema. The study illustrates that human resource management practices is an important ancestor of organisational culture, knowledge management, and organisational innovation, which have in turn a positive link to organisational performance. The research attempts to draw concentration to some of the elements, playing the function of arbitrator amid human resource management practices and organisational performance. The study is unique because it is initially conducted to urge the impacts of some important related patterns such as human resource management practices, organisational culture, knowledge management and organisational innovation, and organisational performance.
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