Morocco has experienced a steady stream of reforms, including considerable changes in the health sector. Hospitals have been notably reformed, given their importance and their stakes. As a result, several deep and costly reforms have promoted the modernization of their management and organization to maximize their efficiency. Thus, the hospital reform has improved hospital management by supporting hospital planning capacities and introducing new management tools and control of management processes. However, even when a new managerial impetus is presented in the hospital environment and modernization is established, hospitals still suffer from many dysfunctions. The provision of hospital care in Morocco is even described as inefficient for a certain period. Despite all the reforms, the persistence of several dysfunctions raises questions about the importance of change management based on the construction and development of knowledge among the actors involved in hospital structures. This article adopted a collection and analysis method of several reports of the most recent national institutions available in Morocco and a selection of international literature to clarify this question. Finally, given the complexity of hospitals, a practical knowledge management approach can support hospital actors in embracing change and fostering ideas and knowledge that lead to improved practices and learning organizations.

In an increasingly complex environment, it is essential for hospital organizations to evolve and improve. The world of hospitals is constantly changing through reforms. In addition, knowledge and techniques are continually evolving, and specialties are multiplying rapidly. In this sense, it is necessary to develop a strategy to manage knowledge and create new practices. From this perspective, this article tries to study knowledge as the most crucial strategic asset of the organization and the hospital, which is marked by very high heterogeneity and variability that makes its knowledge extremely complex, therefore needs a management system that will improve the utilization of its human potential and development through establishing a culture of continuous learning and progress. Effective organizational learning is a prerequisite for the hospital’s survival and, above all, transforms it into a genuinely avant-garde and learning organization for the benefit of users and professionals alike. This organizational change within the hospital has a powerful impact on the environmental culture of all the actors concerned.

The university reform in Morocco introduced principles of quality assurance into the Higher Education System. In this regard, the law 01-00 has set up a device which is mainly articulated around the establishment of a system of accreditation of training and the establishment of a global system of evaluation in the whole system. However, Human Resources Management, the keystone of any change project, is not put at the center of the operationalization of reform projects. In our research, we will look at the factors that impede the operationalization of the principles of quality assurance to improve the effectiveness and efficiency of the HR function. Based on the results obtained within the framework of this exploratory study, we let's propose the key determinants for the implementation of a quality approach in Human Resources Management within Moroccan universities.