|
|
 |
| |
|
|
|
The Moderating Effect of Organizational Culture on the Relationship between Strategic Human Resource Practices and Stainable Competitive Advantage in Bahrain |
|
|
|
PP: 293- 308 |
|
|
|
doi:10.18576/isl/110130
|
|
|
|
Author(s) |
|
|
|
Hashem Ali Issa Almuslamani,
Salina Daud,
|
|
|
|
Abstract |
|
|
| The purpose of this study is to identify the moderating role of organizational culture in the relationship between strategic HR practices and sustainable competitive advantage in the manufacturing sector in Bahrain. This study was mainly underpinned by the resource-based view (RBV). To achieve the study’s objectives, 211 questionnaires were distributed in the form of a self-administrated survey. Overall, a total of one hundred fifty-nine (159) completed questionnaires were usable, indicating a response rate of 75.4 percent. Structural equation modeling (SEM) was applied using SPSS and SmartPLS to carry out the data analysis. The result indicated that clan culture and market culture negatively moderate the relationship between strategic HR practices and sustainable competitive advantage. However, adhocracy culture and hierarchy culture do not moderate this relationship. This study contributes to the body of knowledge by conceptualizing a research framework, which reflects the moderating role of four types of organizational culture on the relationship between strategic HR practices and sustainable competitive advantage. This study offers valuable recommendations for the consideration of practitioners as key tools to support the manufacturing sector in Bahrain when it comes to facing the decline in oil production, and the need to maintain the sustainability of all sub-manufacturing sectors.
|
|
|
|
|
|
|
|
