منابع انسانی استراتژیک و تغییر استراتژیک در سازمان: تحلیل نقش میانجی دوسوتوانی رفتاری

نوع مقاله: مقاله پژوهشی

نویسندگان

1 استادیار، گروه مدیریت دولتی، دانشکده اقتصاد، مدیریت و علوم اداری، دانشگاه سمنان، سمنان، ایران

2 دانشجوی دکتری مدیریت دولتی، دانشکده اقتصاد، مدیریت و علوم اداری، دانشگاه سمنان، سمنان، ایران

3 دانشجوی دکتری مدیریت دولتی، دانشکده علوم اقتصادی و اداری، دانشگاه لرستان، لرستان، ایران

10.22034/jhrs.2020.237178.1442

چکیده

زمینه و هدف: در محیط رقابتی و پویای امروزین فراهم ساختن شرایط و آمادگی‌های مورد نیاز برای پیشبرد تغییرات استراتژیک برای حفظ بقا و بهروه‌وری پایدار سازمان ضروری است. در این میان، این پژوهش به مطالعۀ نقش منابع انسانی استراتژیک در پیشبرد تغییر استراتژیک در سازمان پرداخته و نقش میانجی دوسوتوانی رفتاری را نیز در این رابطه بررسی کرده است.
روش‌شناسی: این پژوهش از نظر هدف کاربردی و از نظر نحوۀ جمع‌آوری داده‌ها توصیفی- همبستگی است. جامعۀ آماری آن را کارکنان شرکت مدیریت طرح‌های صنعتی ایران به تعداد 248 نفر تشکیل می‌دهند که از میان آنها 146 نفر با روش نمونه‌گیری تصادفی ساده به عنوان نمونۀ آماری انتخاب شده‌اند. داده‌ها با استفاده از پرسشنامه گردآوری و به وسیلۀ نرم‌افزارهای SPSS و Smart-PLS تجزیه‌وتحلیل شدند.
یافته‌ها: منابع انسانی استراتژیک هم به‌صورت مستقیم و هم به‌صورت غیرمستقیم و با میانجی‌گری دوسوتوانی رفتاری بر تغییر استراتژیک در شرکت مورد مطالعه تأثیری معنادار داشته است.
نتیجه‌گیری: توسعۀ قابلیت‌های کلیدی منابع انسانی می‌تواند توان و تمایل آنها را برای رفتار مشارکتی و عملکرد نوآورانه بهبود بخشد و بدین ترتیب پیاده‌سازی تغییرات استراتژیک طرح‌ریزی شده در سازمان تسهیل و تسریع خواهند شد.

کلیدواژه‌ها


عنوان مقاله [English]

Strategic Human Resources and Strategic Change in Organizations: Analyzing theMediating Role of Behavioural Ambidexterity

نویسندگان [English]

  • Alireza Moghaddam 1
  • Mahdieh Vishlaghi 2
  • Meysam Jafari 3
1 Assistant Professor, Department of Business Management, Faculty of Economics, Management and Administrative Sciences, Semnan University, Semnan, Iran
2 Ph.D Student of Public Administration, Faculty of Economics, Management and Administrative Sciences, Semnan University, Semnan, Iran
3 Ph.D Candidate, Department of Public Administration, Faculty of Economic and Administrative Sciences, Lorestan University, Khoramabad, Iran
چکیده [English]

Background & Purpose: In today's competitive and dynamic environments, it is essential to provide the necessary conditions and preparations for implementing strategic changes that maintain the survival and sustainable productivity of organizations. Accordingly, this study has studied the role of strategic human resources in implementing strategic change in an organization. It has also examined the mediating role of Behavioural ambidexterity in this relationship.
Methodology: The present research method is applied in terms of purpose and descriptive in terms of data collection. Its statistical population consists of 248 employees of Iran Industrial Plans Management Company. Based on simple random sampling, 146 correct questionnaires were returned. SPSS and Smart-PLS software were used to analyze the data.
Findings: Strategic human resources, both directly and indirectly (through the mediation of behavioral ambidexterity), have a significant effect on strategic change in the studied company.
Conclusion: Developing key human resource capabilities can enhance their ability and willingness to engage in participatory behavior and innovative performance, thus facilitating and accelerating the implementation of planned strategic changes in the organization.

کلیدواژه‌ها [English]

  • Strategic Human Resources
  • Strategic Change
  • Behavioural ambidexterity
  • Participatory Behavio
  • Innovative performance
Adeniji, C., Adeyeye, O., Iyiola, O., Olokundun, M., Motilewa, D., Ibidunni, S., & Akinbode, M. (2018). Data on strategic change on employees’ behavioural attitude and firm performance of selected manufacturing firms in Nigeria. Data in Brief, 18, 1551-1555. https://doi.org/10.1016/j.dib.2018.04.032.
Bartunek, J. M., & Woodman, R. W. (2015). Beyond Lewin: Toward a temporal approximation of organization development and change. Annual Review of Organizational Psychology and Organizational Behavior, 2(1), 157-182. https://doi.org/10.1146/annurev-orgpsych-032414-111353.
Ben-Menahem, S. M., Kwee, Z., Volberda, H. W., & Van Den Bosch, F. A. (2013). Strategic renewal over time: The enabling role of potential absorptive capacity in aligning internal and external rates of change. Long Range Planning, 46(3), 216-235. https://doi.org/10.1016/j.lrp.2012.09.012.
Bentley, F. S., & Kehoe, R. R. (2020). Give them some slack—They’re trying to change! The benefits of excess cash, excess employees, and increased human capital in the strategic change context. Academy of Management Journal, 63(1), 181-204. https://doi.org/10.5465/amj.2018.0272.
Boon, C., Eckardt, R., Lepak, D. P., & Boselie, P. (2017). Integrating strategic human capital and strategic human resource management. The International Journal of Human Resource Management, 29(1), 34-67. https://doi.org/10.1080/09585192.2017.1380063.
Carmeli, A., & Halevi, M. Y. (2009). How top management team behavioral integration and behavioral complexity enable organizational ambidexterity: The moderating role of contextual ambidexterity. The Leadership Quarterly, 20(2), 207-218. https://doi.org/10.1016/j.leaqua.2009.01.011.
Chen, M., Yang, Z., Dou, W., & Wang, F. (2017). Flying or dying? Organizational change, customer participation, and innovation ambidexterity in emerging economies. Asia Pacific Journal of Management, 35(1), 97-119. https://doi.org/10.1007/s10490-017-9520-5.
Coff, R., & Kryscynski, D. (2011). Invited editorial: Drilling for micro-foundations of human capital–based competitive advantages. Journal of Management, 37(5), 1429-1443. https://doi.org/10.1177/0149206310397772.
Fornell, C., & Larcker, D. F. (1981). Evaluating structural equation models with unobservable variables and measurement error. Journal of Marketing Research, 18(1), 39. https://doi.org/10.2307/3151312
Herrmann, P., & Nadkarni, S. (2014). Managing strategic change: The duality of CEO personality. Strategic Management Journal, 35(9), 1318-1342. https://doi.org/10.1002/smj.2156.
Hsing-Er Lin, & McDonough, E. F. (2011). Investigating the role of leadership and organizational culture in fostering innovation ambidexterity. IEEE Transactions on Engineering Management, 58(3), 497-509. https://doi.org/10.1109/tem.2010.2092781.
Hulland, J. (1999). Use of partial least squares (PLS) in strategic management research: A review of four recent studies. Strategic Management Journal, 20(2), 195-204. https://doi.org/10.1002.
Jansen, J. J., Tempelaar, M. P., Van den Bosch, F. A., & Volberda, H. W. (2009). Structural differentiation and ambidexterity: The mediating role of integration mechanisms. Organization Science, 20(4), 797-811. https://doi.org/10.1287/orsc.1080.0415.
Junni, P., Sarala, R. M., Taras, V., & Tarba, S. Y. (2013). Organizational ambidexterity and performance: A meta-analysis. Academy of Management Perspectives, 27(4), 299-312. https://doi.org/10.5465/amp.2012.0015.
Kauppila, O., & Tempelaar, M. P. (2016). The social-cognitive underpinnings of employees’ ambidextrous behaviour and the supportive role of group managers’ leadership. Journal of Management Studies, 53(6), 1019-1044. https://doi.org/10.1111/joms.12192.
Kim, A. (2019). Human resource strategies for organizational ambidexterity. Employee Relations, 41(4), 678-693. https://doi.org/10.1108/er-09-2017-0228.
Kotnour, T., & Al-Haddad, S. (2015). Integrating the organizational change literature: A model for successful change. Journal of Organizational Change Management, 28(2), 234-262. https://doi.org/10.1108/jocm-11-2013-0215.
Krausert, A. (2017). The HRM-capital market link: Effects of securities analysts on strategic human capital. Human Resource Management, 57(1), 97-110. https://doi.org/10.1002/hrm.21841.
Kunisch, S., Menz, M., & Ambos, B. (2014). Changes at corporate headquarters: Review, integration and future research. International Journal of Management Reviews, 17(3), 356-381. https://doi.org/10.1111/ijmr.12044.
Liu, X., Van Jaarsveld, D. D., Batt, R., & Frost, A. C. (2013). The influence of capital structure on strategic human capital. Journal of Management, 40(2), 422-448. https://doi.org/10.1177/0149206313508982.
Logemann, M., Piekkari, R., & Cornelissen, J. (2019). The sense of it all: Framing and narratives in sensegiving about a strategic change. Long Range Planning, 52(5), 101852. https://doi.org/10.1016/j.lrp.2018.10.002.
Maheshwari, S., & Vohra, V. (2015). Identifying critical HR practices impacting employee perception and commitment during organizational change. Journal of Organizational Change Management, 28(5), 872-894. https://doi.org/10.1108/jocm-03-2014-0066.
Mantere, S., Schildt, H. A., & Sillince, J. A. A. (2012). Reversal of Strategic Change. Academy of Management Journal, 55(1): 173-196.
Mitra, A., Gaur, S. S., & Giacosa, E. (2019). Combining organizational change management and organizational ambidexterity using data transformation. Management Decision, 57(8), 2069-2091. https://doi.org/10.1108/md-07-2018-0841.
Neumann, J., Robson, A., & Sloan, D. (2018). Monitoring and evaluation of strategic change programme implementation—Lessons from a case analysis. Evaluation and Program Planning, 66, 120-132. https://doi.org/10.1016/j.evalprogplan.2017.09.012.
Ocasio, W., Laamanen, T., & Vaara, E. (2019). Communication and attention dynamics: An attention-based view of strategic change. Strategic Management Journal, 39(1), 155-167. https://doi.org/10.1002/smj.2702.
Ott, T. E., Eisenhardt, K. M., & Bingham, C. B. (2017). Strategy formation in entrepreneurial settings: Past insights and future directions. Strategic Entrepreneurship Journal, 11(3), 306-325. https://doi.org/10.1002/sej.1257.
Parker, S. K. (2014). Beyond motivation: Job and work design for development, health, ambidexterity, and more. Annual Review of Psychology, 65(1), 661-691. https://doi.org/10.1146/annurev-psych-010213-115208.
Posch, A., & Garaus, C. (2019). Boon or curse? A contingent view on the relationship between strategic planning and organizational ambidexterity. Long Range Planning, 101878. https://doi.org/10.1016/j.lrp.2019.03.004.
Powell, T. C. (2002). Varieties of competitive parity. Strategic Management Journal, 24(1), 61-86. https://doi.org/10.1002/smj.283.
Pastor,P. I., & Martin-Perez, V. (2014). Does HRM generate ambidextrous employees for ambidextrous learning? The moderating role of management support. The International Journal of Human Resource Management, 26(5), 589-615. https://doi.org/10.1080/09585192.2014.938682.
Raiden, A., Räisänen, C., & Kinman, G. (2019). Behavioural ambidexterity: Effects on individual well-being and high performance work in academia. Journal of Further and Higher Education, 44(4), 568-582. https://doi.org/10.1080/0309877x.2019.1596232.
Saleem,M., Athambawa,S. (2019). an emprical study of the factors influencing employees attitudes for organizational change in ngo sector (special reference to eastern province). Proceedings of the 8th Annual International Research Conference, vol 25.
Sorsa, V., & Vaara, E. (2020). How can pluralistic organizations proceed with strategic change? A processual account of rhetorical contestation, convergence, and partial agreement in a nordic city organization. Organization Science. https://doi.org/10.1287/orsc.2019.1332.
Sriviboon, ch. (2020). The impact of strategiv human resource on the innovation performance of pharmacy companies in thailand: mediating role of innovation capabilities. A multifaceted review journal in the field of pharmacy. 11(1): 434-442. https://10.5530/srp.2020.1.55.
Swart, J., Turner, N., Van Rossenberg, Y., & Kinnie, N. (2016). Who does what in enabling ambidexterity? Individual actions and HRM practices. The International Journal of Human Resource Management, 30(4), 508-535. https://doi.org/10.1080/09585192.2016.1254106.
Triana, M. D., Richard, O. C., & Su, W. (2019). Gender diversity in senior management, strategic change, and firm performance: Examining the mediating nature of strategic change in high tech firms. Research Policy, 48(7), 1681-1693. https://doi.org/10.1016/j.respol.2019.03.013.
Turner, N., Swart, J., & Maylor, H. (2012). Mechanisms for managing ambidexterity: A review and research agenda. International Journal of Management Reviews, 15(3), 317-332. https://doi.org/10.1111/j.1468-2370.2012.00343.x.
Wetzels, Odekerken-Schröder, & Van Oppen. (2009). Using PLS path modeling for assessing hierarchical construct models: Guidelines and empirical illustration. MIS Quarterly, 33(1) , 177. https://doi.org/10.2307/20650284.
Wright, P. M., & McMahan, G. C. (2011). Exploring human capital: Putting ‘human’ back into strategic human resource management. Human Resource Management Journal, 21(2), 93-104. https://doi.org/10.1111/j.1748-8583.2010.00165.x.
Zhang, L., Xu, L., Gao, S., Zhang, H., Yu, H., & Song, C. (2016). Strategic human capital in organization: Frontier review, prospective commentary, and guiding framework. Proceedings of the 22nd International Conference on Industrial Engineering and Engineering Management 2015, 85-98. https://doi.org/10.2991/978-94-6239-177-2_9.
Ye, X., Feng, J., Ma, L., & Huang, X. (2018). Impact of team leadership habitual domains on ambidextrous innovation. Social Behavior and Personality: an international journal, 46(12), 1955-1966. https://doi.org/10.2224/sbp.7323.