How to integrate organizational instruments? The mediation of HRM practices effect on organizational performance by SCM practices

Abstract

Doing business in an increasingly turbulent marketplace requires integrating strategically sound choices (to increase the ability to survive, adapt and prosper despite dynamic changes) that go beyond organizational boundaries. A perusal of the literature shows that a broad frame of references for organizational success is not adequately developed; it suffers from the absence of an integrative strategic model. Therefore, by taking an interdisciplinary approach with a relational perspective, this study takes an integrative and fresh approach toward illuminating the role of SCM practices in realizing the potential influence of HRM practices on organizational performance. Using the data obtained from 157 manufacturing organizations, this study tests, examines and develops the mediating role of SCM practices. The findings indicate a positive linkage between HRM practices, SCM practices and organizational performance. In addition, the findings also show that SCM practices mediate the relationship between HRM practices and organizational performance.

Keywords

• hrm practices
• scm practices
• organizational performance
• mediation effect
• manufacturing industry