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

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.

Knowledge sharing attitude and behaviour in Saudi Arabian organisations: why trust matters

“…Another external factor found to have a positive relationship with knowledge sharing attitude is rewards. Our finding concurred with several Middle Eastern studies (e.g., Al-Bahussin and El-Garaihy, 2013;Al-Alawai et al, 2007;Migdadi, 2009) where incentives were found to drive knowledge sharing to achieve practical results. Although tangible incentives are crucial for promoting the desired behaviour, our study found that indirect rewards such as opportunities to assume leadership roles, exposure to different areas of work and a longer-term recognition in terms performance are better able to sustain the right attitude towards knowledge sharing (c.f., Liu and Liu, 2011).…”

“…A key internal factor affecting knowledge sharing attitude is openness which has been found to develop trust between knowledge users and collaborators (e.g., Al-Bahussin and El-Garaihy, 2013;Argote and Ingram, 2000;Lane and Bachmann, 1998). However, our study found that both openness and trust contribute differently to knowledge sharing attitude.…”

“…Further, recognised as a male-dominant society (Mimouni and Metcalfe, 2012), knowledge sharing could present itself in less predictable ways in organisations. It must also be noted that the 'closeness' does not prevent the country from attracting foreign partnerships and opening up business opportunities for cross-border collaborations (Al-Bahussin and El-Garaihy, 2013). At the strategic level, organisations have become less predictable.…”

Does organizational culture support matter in elucidating the relationship between training antecedents and training effectiveness in Bahrain?

“…As such, training is growing to be more common although the subject is progressive in the academic arena. Training effectiveness is a very wide research area that can be researched from various angles (Al-Bahussin & Elgaraihy, 2013). Effective training connects properly all the parties involved in the business those are organizations, employees, and customers by the practice of transferring knowledge gained by the employee from training in the work environment; therefore, it serves the organization's competitiveness ability including public sector organizations (Chen, Yang, & Chen, 2010).…”

Effects of High-tech Corporate Characteristics on Social Capital and Role of Human Resource Management

“…In regard to the evolution of the role of human resource, it was mainly the subjective points of view, the judgment, and the perception of human resource managers that were mostly reflected in the research on the changes of the role of human resource, while human resource practitioners presented limited effects. Al-bahussin and El-garaihy (2013) further indicated that the role of human resource could not give up the past myth, and the human resource strategic image created for the future was far beyond the achievability so that the role of human resource might return to the past fuzziness in facing old roles, but simultaneously face the uncertainty of future roles.…”