Purpose The purpose of this paper is to study the possible mediating mechanisms (human resource management (HRM), learning and innovation) that could exist in the relationship between transformational leadership and organizational performance. This topic has been studied only by a few groups of researchers and these researchers have not analyzed all these concepts jointly. Design/methodology/approach This research explores the relationships using partial least squares with data from 200 Spanish industrial companies. Analyzing the mentioned relationships in the Spanish context has been done by few researchers before. Findings The study reveals that the adoption of transformational leadership styles improves performance when specific systems of HRM practices, learning and innovation are developed in an organization. Originality/value This study, therefore, contributes to the understanding of the link between transformational leaders and performance by proposing a model in which it is evinced that this leadership style produces synergies between HRM, learning and innovation, which in the end, affect performance.

Vizja Press&IT www.ce.vizja.pl 259The purpose of this paper is to examine the hypothesis that the efficiency of Spanish tourism regions for the period 2005-2013 is determined by a group of contextual variables. In contrast with monitoring reports based on descriptive methods, this paper uses the Data Envelopment Analysis (DEA) bootstrap semiparametric procedure to investigate efficiency determinants. An innovative analysis addresses the problem of the stability of efficiency estimates of random changes in the isolated exogenous variables. The statistical significance of the potential attractors can offer a tool for strategic decisions, and no previous work compares the stability analysis results to the estimates derived from the two-stage algorithm. The model appropriately fits the data, with all the coefficients being of the correct sign and statistically significant. Hence, the fact that the exogenous variables influence the hypothesis is confirmed by the results, and the stability analysis helps to verify the significance of each variable. We also extend the traditional DEA analysis by exploring efficiency and productivity changes using the slacks-based measure (SBM) model and the bootstrapped Malmquist index approach to obtain total productivity growth estimates. IntroductionThe Spanish-European tourism industry has recently experienced some of the most challenging times in its

Purpose Over the last few decades, some researchers have analysed the role of total quality management (TQM) as a precursor of innovation. However, the relationship between TQM and organisational innovation remains unclear and contradictory. The purpose of this paper is to provide a framework intended to clarify the complex effect that the implementation of a TQM system has on organisational innovation, where market orientation (MO) and knowledge management (KM) play a mediator role. Design/methodology/approach Data in this study come from a survey of 706 Spanish CEOs. The results were analysed employing structural equation modelling to determine how TQM, MO and KM influence innovation. Findings The results of the empirical study show that there is a curvilinear effect between TQM and organisational innovation. Both MO and KM perspectives play a mediator role between TQM and innovation. Practical implications Managers should be aware that management based on TQM help organisations not only to get higher quality but also to be market oriented and better manage their knowledge; what will help them to develop innovations. Originality/value This research sheds light on the question of the relationship between TQM and organisational innovation that has received mixed conclusions in the literature. There is evidence in this research that the relationship between TQM and innovation responds to a curvilinear relationship, where high levels of TQM favour a more than proportionate effect on the development of innovation. It also clarifies the mechanisms by which this effect is produced, with MO and KM as mediator variables.

Purpose The purpose of this paper is to investigate the role of affective commitment and empowerment as mediators in the relationship among high-performance work systems (HPWS) and organizational performance. Different inconsistencies found in the literature review shows the need to take into account certain mediating variables, such as employees’ behaviors and attitudes, to understand how human resource management (HRM) facilitates the achievement of organizational results. Design/methodology/approach A sample of 200 medium-sized Spanish organizations was examined through partial least squares modeling methodology. Findings As hypothesized, a proactive strategic HRM approach in an organization can be translated in a series of human resources practices systems of high-performance, which stimulate directly employees’ affective commitment and promote empowerment among them, getting to better results in employees’ performance and in organizational performance. Originality/value This research shows that affective commitment and empowerment play a determinant role as mediators in HPWS and performance relationship, providing a deeper understanding of the alignment of strategy and HRM practices for organizational success.

Despite the growing attention that human resources have received in the management literature, the strategic role of the HR function is still being questioned. The main target of this paper is to determine whether firms that follow the strategy, leadership and personnel suggestions proposed by the EFQM Model contributes to improve organizational performance, and also determining if the strategic management of human resources plays a mediating effect between the personnel management and the results of the company. The study was performed using a questionnaire on a sample of 200 mediumsized industrial Spanish firms, and employing Structural Equations Modelling methodology. Our findings suggest that, under the EFQM Model, the influence of both leadership and strategy on people allows organizations to improve their performance. Moreover, a strategic approach in the management of human resources helps to enhance the contribution of personnel in the results of the company. This fact had not been broadly studied in prior literature and, moreover, it has not been found any joint framework linking leadership, strategy, personnel, strategic human resource management and performance in QM organizations. This study helps managers to identify what types of strategy and relationships with their staff can be most effective in improving the company's results. At the same time, it is a stimulus for the personnel directors who defend a strategic approach to the human resources function in their companies.