Journal of Strategic Management Studies

Journal of Strategic Management Studies

Antecedents and consequences of strategic human resource maturity

Document Type : Research

Authors
Zolfaghar Khazir 1
Hadi Teimouri 2
Ali Nasr Isfahani 3
1 PhD student, Department of Management, University of Isfahan, Isfahan, Iran
2 Associate Professor, Department of Management, University of Isfahan, Isfahan, Iran
3 Professor, Department of Management, University of Isfahan, Isfahan, Iran
10.22034/smsj.2025.518145.2140
Abstract
Introduction
In today’s dynamic and competitive environment, human resources have become the primary source of sustainable competitive advantage for organizations. Accordingly, leading organizations are increasingly focusing on aligning human capital with strategic goals to enhance performance. Strategic Human Resource Maturity (SHRM) is a key concept that facilitates this alignment by enabling the transition of HR functions from operational to strategic roles. Despite its rising significance, SHRM remains underexplored, especially in the context of public organizations in developing countries. This study aims to design and explain the model of SHRM in the Ministry of Interior of Iraq, an institution that plays a critical role in the country’s security and public administration. Given the specific socio-political challenges in Iraq, understanding the antecedents and consequences of SHRM in such an environment offers valuable insights for theory and practice. The study identifies the individual, organizational, and extra-organizational factors that contribute to HR maturity, and analyzes their impact on personal, organizational, and societal outcomes.
Methodology
This research adopts a qualitative, exploratory approach and is categorized as applied-developmental in nature. The data collection method was semi-structured interviews conducted with 15 senior managers in different units of the Iraqi Ministry of Interior. The participants were selected using judgmental and snowball sampling techniques, ensuring relevance and expertise. Interviews were analyzed using thematic analysis based on Braun and Clarke’s (2006) framework. The process involved open coding, categorization of concepts, and identification of key themes. A total of 136 initial codes were identified, leading to the classification of 38 main themes across three levels: antecedents, dimensions of maturity, and consequences. The reliability of coding was confirmed through inter-coder agreement with an average reliability rate of 80%. Validity was ensured via content validity ratios (CVR) and content validity indices (CVI).
   Results and Discussion
    The study identified a set of key antecedents for SHRM across three dimensions:
·    Individual (e.g., self-efficacy, adaptability, specialization, systems thinking)
·    Organizational (e.g., professional standards, talent retention, flexible structures, process reengineering)
·    Extra-organizational (e.g., environmental uncertainty, globalization, socio-cultural diversity)
The core dimensions of SHRM include agility, smartness, value creation, and competency. On the outcome side, the findings indicate that SHRM contributes to:
·    Individual outcomes such as increased engagement, satisfaction, and skill development
·    Organizational benefits like improved strategic alignment, agility, and competitive advantage
·    Societal impacts including stronger social responsibility and meritocracy
These results emphasize SHRM’s role in enhancing both internal performance and external responsiveness, especially in complex and dynamic public sector environments like Iraq.
 
Conclusion
This study provides a comprehensive framework for understanding SHRM within a public sector context in a developing country. By identifying multi-level antecedents and outcomes, the proposed model offers both theoretical contributions and practical guidelines. For policymakers and HR managers in governmental organizations, especially in conflict-affected regions, investing in SHRM can lead to more agile, efficient, and responsive institutions. The research also highlights the need for systems thinking and personal adaptability as core competencies in public administration. Future research may focus on testing this model quantitatively or applying it in other institutional or cultural contexts. Furthermore, integrating SHRM with digital transformation and sustainability frameworks could deepen our understanding of HR’s evolving role in governance and development.
 
 
Keywords
Human resources maturity
Iraq ministry of interior
Strategy
Strategic human resources maturity

Subjects

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  • Receive Date 21 April 2025
  • Revise Date 26 May 2025
  • Accept Date 28 July 2025