فصلنامه مطالعات مدیریت راهبردی

فصلنامه مطالعات مدیریت راهبردی

تأثیر استراتژی‌های مدیریت منابع انسانی بر تاب‌آوری سازمانی با چابکی استراتژیک

نوع مقاله : پژوهشی

نویسندگان
1 کارشناسی ارشد کسب‌وکار، دانشکده مدیریت، دانشگاه خوارزمی، تهران
2 دانشیار دانشگاه خوارزمی، دانشکده مدیریت، تهران، ایران
چکیده
هدف پژوهش بررسی تأثیر استراتژی‌های مدیریت منابع انسانی بر تاب‌آوری سازمانی با میانجی‌گری چابکی استراتژیک می‌باشد. روش پژوهش، از لحاظ هدف کاربردی و از جنبه‌ ماهیت و روش، توصیفی-همبستگی و از نوع پیمایشی است. جامعه پژوهش، شرکت‌های تولیدی کلان‌شهر تهران هستند. بر مبنای روش کلاین حجم نمونه برای تحقیق کنونی برابر با 200 شرکت می‌باشد که از هر شرکت یک مدیر انتخاب شد. روش نمونه‌گیری از نوع در دسترس‌بودن است. جهت گردآوری داده‌ها از پرسشنامه استراتژی‌های مدیریت منابع انسانی ناکاویسی، پرسشنامه چابکی استراتژیک پارک و همکاران و پرسشنامه تاب‌آوری سازمانی مک مانوس استفاده شده است. در تحلیل داده‌ها از مدل‌یابی معادلات ساختاری (SEM) با استفاده از نرم‌افزارهایSPSS 25 و LISREL 8.8 مورد تجزیه تحلیل قرار گرفتند؛ یافته‌های پژوهش نشان می‌دهد استراتژی‌های مدیریت منابع انسانی تأثیر مثبتی بر تاب‌آوری سازمانی و چابکی استراتژیک دارد؛ چابکی استراتژیک نیز تأثیر مثبتی بر تاب‌آوری سازمانی دارد؛ نقش میانجی‌گری چابکی استراتژیک در رابطه‌ بین استراتژی‌های مدیریت منابع انسانی با تاب‌آوری سازمانی نیز مورد تأیید قرار گرفت. با توجه به نتایج تحقیق، شرکت‌های تولیدی کلان‌شهر تهران جهت ارتقاء قدرت تاب‌آوری سازمانی خود باید به‌طور ویژه استراتژی‌های مدیریت منابع انسانی را در سازمان به‌کار گیرند و چابکی استراتژیک سازمان را تقویت نمایند
کلیدواژه‌ها

موضوعات


عنوان مقاله English

The effect of human resource management strategies on organizational resilience with strategic agility

نویسندگان English

Vida Shayanmehr 1
Saeed Jafari nia 2
Soheila Khoddami 2
1 MA graduated, Faculty of Management, Kharazmi University, Tehran, Iran
2 Asociate Professor, Faculty of Management, Kharazmi University, Tehran, Iran
چکیده English

Introduction
In today's world, the concept of organizational resilience has a tremendous effect for any organization due to the severe turbulence of the business environment. Organizational resilience refers to the organization's ability to anticipate existing threats, effectively adapt to adverse events, and adapt to changing situations. Iranian manufacturing organizations, which have been put under severe pressure by the sanctions, have no choice but to strengthen their organizational resilience, otherwise they are doomed to decline and destruction. The most important variables in the business world, which can be considered to increase the resilience of the country's manufacturing organizations, are undoubtedly the use of human resource management strategies and achieving strategic agility. Through human resources management strategies in the phases of selection, recruitment, maintenance, training and development of human resources, employees can always be kept in peak conditions in terms of technical, human, cognitive, spiritual and psychological aspects and by improving the psychological resilience of employees also improved organizational resilience. Also, strategic agility is one of the indispensable prerequisites for organizational resilience and is closely related to the concept of resilience. Therefore, the aim of this research was to investigate the effect of human resource management strategies on organizational resilience with the mediation of strategic agility.
Methodology
The current research method was applied in terms of purpose and descriptive-correlational and survey in terms of nature. In the current research, the statistical population included manufacturing companies in Tehran metropolis. Due to the fact that the structural equation modeling (SEM) technique was used in the current research to test the research hypotheses, the sampling formula specific to structural equation modeling (SEM) was used. Therefore, based on Klein's (2010) method, the sample size in this research was estimated 200 samples (200 managers). The sampling method of this research was available sampling. In order to measure the variable of human resources management strategies (with the dimensions of recruitment, service compensation, training and development, job security, Performance Appraisal, employee participation and career path planning) from Nakaweesi 42-item questionnaire (2018), in order to measure the variable of strategic agility (with the dimensions of Sensing agility, decision-making agility and Acting Agility) from the Park et al. (2017) 15-item questionnaire and to measure the variable of organizational resilience (with the dimensions of situational awareness, key vulnerabilities and Adaptive Capacity) from McManus (2007) 67-item questionnaire was used. In the research questionnaires, an interval scale in the 5-point Likert spectrum was used from "completely agree (5)" to "completely disagree (1)". The validity of the questionnaire was confirmed through content validity and asking opinions from academic experts and professors, as well as factor validity using confirmatory factor analysis (CFA). The reliability results also showed that the variable of human resource management strategies with Cronbach's alpha coefficient of 0.855, the strategic agility variable with Cronbach's alpha coefficient of 0.896 and the organizational resilience variable with Cronbach's alpha coefficient of 0.945 are in a favorable situation. Cronbach's alpha coefficient of the whole questionnaire was calculated as 0.945. 
 Results and Discussion
The findings of the descriptive section showed that the average of all three research variables and the 13 dimensions related to them were a little higher than the average (i.e. the number 3 in the 5-point Likert scale). The average score of human resource management strategies was 3.5348, the average score of strategic agility was 3.6428, and the average score of organizational resilience was 3.5573. The dimension of training and development in the variable of human resources management strategies with an average of 3.7150, the dimension of Sensing Agility in the the variable of strategic agility with an average of 3.8217 and the dimension of Adaptive Capacity in the variable of organizational resilience with an average of 3.5593 were in the first place. According to the normality of the data distribution, the Pearson correlation coefficient of the variable of human resource management strategies and organizational resilience was equal to 0.886, human resource management strategies and strategic agility was equal to 0.750 and strategic agility with organizational resilience was 0.787. The results related to the hypotheses test showed that human resource management strategies with a path coefficient of 0.92 have a positive and significant effect on organizational resilience, human resource management strategies with a path coefficient of 0.56 have a positive and significant effect on strategic agility, agility Strategic with a path coefficient of 0.72 had a positive and significant effect on organizational resilience, and finally, human resource management strategies with a path coefficient of 0.40 had a positive and significant effect on organizational resilience through strategic agility.
Conclusion
According to the research results, human resources management strategies, either directly or indirectly, play a vital role in improving organizational resilience; therefore, the officials of manufacturing companies in Tehran metropolis should improve and upgrade the dimensions of human resource management strategies in the company. Also, based on the findings of the current research, strategic agility directly leads to the promotion and improvement of organizational resilience; therefore, managers of manufacturing companies in Tehran metropolis can improve their organizational resilience by promoting strategic agility.

کلیدواژه‌ها English

Human resource management strategies
Strategic agility
Organizational resilience
1.      Arokodare, M. A., & Asikhia, O. U. (2020). Strategic agility: Achieving superior organizational performance through strategic foresight. Global Journal of Management and Business Research, 20(3), 7-16.
2.      Al-Tameemi, A.H., & Abd-Alghafur, Q.A. (2020). The effect of strategic agility on organizational effectiveness Applied research at the Central Bank of Iraq. Tikrit J. Adm. Econ. Sci., 16, 322–341.
3.      Aamer, A.M., Al-Awlaqi, M.A., Mandahawi, N. (2020). Insights into the reasons behind the limited implementation of ISO 9001 Certification: Empirical Evidence from Yemen. TQM J, 70(4), 123-141.
4.      Aamer, A.M. (2018). Outsourcing in non-developed supplier markets: a lean thinking approach. Int. J. Prod. Res, 56, 6048–6065.
5.      Ahammad, M.F., Glaister, K.W., & Gomes, E. (2020). Strategic agility and human resource management. Human Resource Management Review, 30, 100700.
6.       Abbaspour, B. (2021). Human resource management and strategic agility with the mediating role of organizational justice in small and medium-sized companies, the fourth international conference on knowledge and technology of the third millennium of economics, management and accounting, Iran, Tehran, https://civilica. com/doc/1236607. (In Persian)
7.      AlTaweel, I.R., &Al-Hawary, S.I. (2021). The mediating role of innovation capability on the relationship between strategic agility and organizational performance. Sustainability, 13, 7564. https://doi.org/10.3390/su13147564.
8.      Asghari Sarem, A., Azizi, M., & Ajalli, M. (2022). The effect of customer-oriented strategy with the ability to manage human resources and innovation on financial performance. Journal of Strategic Management Studies, 13(50), 149-173. doi: 10.22034/smsj.2022.137665. (2014). (In Persian).
9.      Ahmadi Harandi., H. & Khalilnezhad, S. (2022). The impact of explorative learning on business model innovation with the mediating role of strategic agility. Journal of Strategic Management Studies, 13(51), 27-47. doi: 10.22034/smsj.2022.157945. (In Persian).
10.   Al-Ayed, S. I. (2019). The impact of strategic human resource management on organizational resilience: an empirical study on hospitals. Business: Theory and Practice, 20(2019), 179–186.
11.   Bouaziz, F., & Smaoui Hachicha, Z. (2018). Strategic human resource management practices and organizational resilience. J. Manag. Dev., 37, 537–551.
12.   Bahadori Fard, R., & Rasouli, R. (2021). Investigating the relationship between electronic human resource management, agility and organizational effectiveness in organizations under the Ministry of Communications and Information Technology. Iran Information and Communications Technology Quarterly, 45(12), 159-184. (In Persian).
13.   Banai Borujeni, A., & Karimi Khozani, M. (2021), The impact of human resources development management on organizational agility, The 6th International Conference on Interdisciplinary Research in Management, Accounting and Economics. Iran, Tehran, https://civilica.com/doc/ 1275538. (In Persian).
14.   Barahma, M.M.A., Disomimba, M., Ali, K., & Al-Awlaqi, M.A. (2020). the relationship between strategy of work-life quality and sustainable competitive advantage: A Survey Study on in Yemeni Manufacturing Industries. J. Syst. Manag., 6, 27–54.
15.   Biedenbach, G., Biedenbach, T., Hultén, P., & Tarnovskaya, V. (2022). Organizational resilience and internal branding: investigating the effects triggered by selfservice technology. Journal of Brand Management, https://doi.org/10.1057/s41262-022-00275-9.
16.   Brand, M., Tiberius, V., Bican, P.M., & Brem, A. (2021). Agility as an innovation driver: Towards an agile front end of innovation framework. Rev. Manag. Sci., 15, 157–187.
17.   Bondzi-Simpson, P.E., Agomor, K.S. (2021). Financing public universities in Ghana through strategic agility: Lessons from Ghana institute of management and public administration (GIMPA). Glob. J. Flex. Syst. Manag., 22, 1–15.
18.   Battour, M., Barahma, M., & Al-Awlaqi, M. (2021). The Relationship between HRM Strategies and Sustainable Competitive Advantage: Testing the Mediating Role of Strategic Agility. Sustainability, 13(5315), 1-14.
19.   Cotta, D., & Salvador, F. (2020). Exploring the antecedents of organizational resilience practices–A transactive memory systems approach. Int. J. Oper. Prod. Manag, 40, 1531–1559.
20.   Clauss, T., Kraus, S., Kallinger, F.L., Bican, P.M., Brem, A., & Kailer, N. (2020). Organizational ambidexterity and competitive advantage: The role of strategic agility in the exploration-exploitation paradox. J. Innov. Knowl. (12(2), 87-96.
21.   Chan, J. I. L. & Muthuveloo, J. (2022). Strategic agility: linking people and organizational performance of private higher learning institutions in Malaysia. International Journal of Business and Society, 23(1), 342-358.
22.   Chen, R., Lee, Y. D., & Wang, C.-H. (2020). Total quality management and sustainable competitive advantage: serial mediation of transformational leadership and executive ability. Total Qual. Manag. Bus. Excell.31, 451–468.
23.   Cunha, M.P.E., Gomes, E., Mellahi, K., Miner, A.S., & Rego, A. (2020). Strategic agility through improvisational capabilities: implications for a paradox-sensitive HRM. Hum. Resour. Manag. Rev., 30, 100695.
24.   Crocitto, M., & Youssef, M. (2013). The human side of organizational agility. Ind. Manag. Data Syst., 103, 388–397.
25.   Dalvi, M., Ansari, M., Labbaf, H., & Shaemi Barzaki, A. (2010). Evaluation of SHRM Condition In Iran's Pioneers Industries. Journal of Strategic Management Studies, 1(2), 73-87. (In Persian).
26.   Duchek, S. (2020). Organizational resilience: a capability-based conceptualization. Bus. Res. 13, 215–246. doi: 10.1007/s40685-019-0085-7.
27.   Dorrani, M., Torabian, H., & Sadeghpour, M., & Asadi Khanouki, M.H. (2015). Examining the impact of organizational agility on organizational resilience, the first national conference on organizational transformation and innovation with a resistance economy approach, Mashhad, https://civilica.com/doc/ 595473. (In Persian).
28.   Evenseth, L., Sydnes, M., & Gausdal, AH. (2022). Building organizational resilience through organizational learning: a systematic review. Front. Commun. 7, 837386. doi: 10.3389/fcomm.2022.837386.
29.   Ferraris, A., Degbey, W.Y., Singh, S. K., Bresciani, S., Castellano, S., Fiano, F., & Jerome, C. (2022). Microfoundations of Strategic Agility in Emerging Markets: Empirical Evidence of Italian MNEs in India. Journal of World Business, 57 (2022), 101272.
30.   Felipe, C.M., Roldán, J.L., & Leal-Rodríguez, A.L. (2016). An Explanatory and Predictive Model for Organizational Agility. J. Bus. Res., 69, 4624–4631.
31.   Godwin, P., & Sorbarikor, L. (2022). Revitalizing strategic agility in a turbulent environment: a conceptual discourse. International Journal of Scientific Research and Management (IJSRM), 10(1), 2844-2851. DOI: 10.18535/ijsrm/v10i1.em2.
32.   Heredia, J., Rubiños, C., Vega, W., Heredia, W., & Flores, A. (2022). New strategies to explain organizational resilience on the firms: a cross-countries configurations approach. Sustainability, 14, 1612. https://doi.org/10.3390/ su14031612.
33.   Hussien, F. M., Ahmed, Y. I., & Sultan, H. A. N. M. (2021). The Relationship between organizational resilience and human resources practices in the hotel industry, JAAUTH, 20(2), 152-177.
34.    Hajikarimi, A. A., Hesan, M., Seyyed Javadein, S. R., & Safari, H. (2016). Designing strategic auditing model of human resource development in national Iranian Oil Company. Journal of Strategic Management Studies, 7(27), 229-252. (103) (In Persian).
35.   Heydari Kord Zanganeh M., & Jafari M. (2021). The role and position of human resources management in companies active in the construction industry and organizational agility. Specialized scientific quarterly of new research approaches in management and accounting, 5(65), 100-112. Retrieved from http://majournal.ir/index.php/ma/article/view/836. (In Persian).
36.   Huang, W., Chen, S., Nguyen, L.T. (2020). Corporate social responsibility and organizational resilience to COVID-19 crisis: An empirical study of Chinese firms. Sustainability, 12, 8970.
37.   Kellner, A. (2020). Determinants of human resource management strategy in a franchise. In Case Studies in Work, Employment and Human Resource Management, Edward Elgar Publishing: Cheltenham, UK, 2020, 32–37. ISBN 978-1-78897-559-9.
38.   Kowsar, Z., Nedaei, A., Seyednaghavi, M. (2021). Effective Factors and Consequences of Organizational Resilience. Management Research in Iran, 23(4), 1-22.
39.    Khan, A., Khan, N., & Shafiq, M. (2021). The economic impact of COVID-19 from a Global Perspective. Contemp. Econ, 15, 64–76.
40.   Kim, S., Vaiman, V., & Sanders, K. (2022). Strategic human resource management in the era of environmental disruptions. Human Resource Management, 12, 1–11. https://doi.org/10.1002/ hrm.22107.
41.   Kim, Y. (2020). Organizational resilience and employee work-role performance after a crisis situation: Exploring the effects of organizational resilience on internal crisis communication. J. Public Relat. Res. 32, 47–75.
42.   Kale, E., Aknar, A., & Başar, Ö. (2019). Absorptive capacity and firm performance: The mediating role of strategic agility. International Journal of Hospitality Management, 78, 276-283.
43.   Lengnick-Hall, C.A., & Beck, T.E. (2011). Beyond bouncing back: the concept of organizational resilience. In Proceedings of the National Academy of Management Meetings, Seattle, WA, USA, 3–6 August.
44.   Lopez-Cabrales, A., & Valle-Cabrera, R. (2020). Sustainable HRM strategies and employment relationships as drivers of the triple bottom line. Hum. Resour. Manag. Rev, 30, 100689.
45.   Lin, Y., Desouza, K.C., & Roy, S. (2010). Measuring agility of networked organizational structures via network entropy and mutual information. Appl. Math. Comput, 216, 2824–2836.
46.   Lungu, M. F. (2020). The influence of strategic agility on firm performance. Proceedings of the 14th International Conference on Business, 102-110. DOI: 10.2478/picbe-2020-0011.
47.   McManus, S., Seville, E., Vargo, J., & Brunsdon, D. (2007). A facilitated process for improving organizational resilience. Nat. Hazards Rev., 9(2), 81–90.
48.   Mithani, M.A. (2020). Adaptation in the face of the new normal. Acad. Manag. Perspect., 34, 508–530.
49.   Mirzaei, N., Hosseini Panah, A., Piri, S., & Mousavi, S. M. (2017). Investigating the impact of human resources development in achieving organizational agility (case study: government offices of Shabab city), the 11th international conference on accounting and management and the 8th conference on entrepreneurship and open innovation, Tehran, https://civilica.com/doc /777844. (In Persian).
50.   McIver, D., Lengnick-Hall, M.L., & Lengnick-Hall, C.A. (2018). A strategic approach to workforce analytics: Integrating science and agility. Business Horizons 61 (3), 397-407. https://doi.org/10.1016/j.bushor.2018.01.005.
51.   Malik, A., Froese, F.J., & Sharma, P. (2020). Role of HRM in knowledge integration: towards a conceptual framework. J. Bus. Res, 109, 524–535.
52.   Nakaweesi, J. (2018). Effects of human resource management practices on performance of non-government organisations: A Case Study of Uganda Youth Network (Uyonet). A Dissertation Submitted to The School of Social Sciences in Partial Fulfilment of The Requirement for The Degree of Masters of Arts in Public Administration and Management of Nkumba University.
53.   Norouzi H., Khamehchi H., & Darvish, F. (2020). Investigating the effect of strategic human resource management functions on organizational resilience with emphasis on social capital mediation. Nursing Management Quarterly, 9(31), 101-109. (In Persian).
54.   Olaleye, B.R., Anifowose, O.N., Alani Olusegun Efuntade, A. O., & Arije, B. S. (2021). The role of innovation and strategic agility on firms’ resilience: A case study of tertiary institutions in Nigeria. Management Science Letters, 11 (2021), 297–304.
55.   Park, Y. K., El Sawy, O. A., & Fiss, P. C. (2017). The role of business intelligence and communication technologies in organizational agility: A Configurational Approach. Journal of the Association for Information Systems, 18(9), 648 – 686.
56.   Peidaei, M. M., Pilevari Salmasi, N., & Shahriari, M. R. (2021). Identification of the resiliency human resource dimensions during pandemic covid-19 condition from Islamic point of view based on fuzzy Delphi method. Journal of Cultural Management, 15(51), 71-81. (In Persian).
57.   Rodríguez-Sánchez, A., Guinot, J., Chiva, R., & López-Cabrales, Á. (2021). How to emerge stronger: Antecedents and consequences of organizational resilience. J. Manag. Organ, 27, 442–459.
58.   Ruiz-Martin, C., López-Paredes, A., & Wainer, G. (2018). What we know and do not know about organizational resilience. Int. J. Prod. Manage. Eng. 6, 11–28. doi: 10.4995/ijpme.2018.7898.
59.   Rahati, J. (2021). Study of organizational resilience and the impact of strategic human resources management on its improvement in the crisis of the Corona virus, the 8th National Conference on Economics, Management and Accounting, Shirvan, https://civilica.com/doc/1235070. (In Persian).
60.   Saha, N., Gregar, A., & Sáha, P. (2017). Organizational Agility and HRM Strategy: Do They Really Enhance Firms’ Competitiveness? Int. J. Organ. Leadersh, 6, 323–334.
61.   Seyadi, A. E., & Elali, W. (2021). The impact of strategic agility on the SMEs competitive capabilities in the Kingdom of Bahrain. International Journal of Business Ethics and Governance (IJBEG), 4(3), 31-53. DOI: 10.51325/ijbeg. v4i3.78.
62.   Suryaningtyas, D., Sudiro, A., Eka, T. A., & Dodi, I. W. (2019). Organizational resilience and organizational performance: examining the mediating roles of resilient leadership and organizational culture. Acad. Strat. Manage. J. 18(1), Available online at: https://www.abac ademies.org /journals/academy-ofstrategic-management-journal-home.html (accessed December 12, 2021).
63.   Sampath, G., & Krishnamoorthy, B. (2017). Is strategic agility the new Holy Grail? Exploring the strategic agility construct. International Journal of Business Excellence, 13(2), 160-180. https://doi.org/10.1504/IJBEX.2017.086323.
64.   Tafakkor, M., Hamrahi, M., & Hafezi, S. (2019). Investigating the impact of human resources development on organizational resilience with the mediating role of collaborative organizational culture in the Real Estate and Deeds Registration Organization in the west of Fars province, The Third International Congress of Interdisciplinary Research in Islamic Humanities, Jurisprudence, law and psychology, Tehran, https://civilica.com/d oc/1159628. (In Persian).
65.   Teece, D., Peteraf, M., & Leih, S. (2016). Dynamic capabilities and organizational agility: Risk, uncertainty, and strategy in the innovation economy. California Management Review, 58(4), 13-35.
66.   Tallon, P.P., Queiroz, M., Coltman, T., & Sharma, R. (2019). Information technology and the search for organizational agility: A systematic review with future research possibilities. The Journal of Strategic Information Systems, 28(2), 218-237.
67.   Torres, A.P., Marshall, M.I., & Sydnor, S. (2019). Does social capital pay off? The case of small business resilience after hurricane Katrina. J. Contingencies Crisis Manag, 27, 168–181.
68.    Vahabi, A., Solimani, M., & Afkar, A. (2021). The effect of strategic human resource management on organizational performance and agility with mediating role of intellectual capital in the staff of physical education faculties in Tehran City. Sport Sciences Quarterly, 13(42), 198-212. (In Persian).
69.   Wang, J., Ban, H.-J., Joung, H.-W., & Kim, H.-S. (2022). Navigations for hospitality human resource management research: observing the keywords, Factors, Topics under the COVID-19 Pandemic. Information, 13, 126. https://doi.org/10.3390/info13030126.
70.   Xing, Y., Liu, Y., Boojihawon, D.K., & Tarba, S. (2020). Entrepreneurial team and strategic agility: a conceptual framework and research agenda. Hum. Resour. Manag. Rev, 30, 100696.
دوره 16، شماره 63
پاییز 1404
صفحه 39-60

  • تاریخ دریافت 21 خرداد 1402
  • تاریخ بازنگری 06 بهمن 1402
  • تاریخ پذیرش 14 بهمن 1402