دانلود ترجمه مقاله تاثیر مدیریت دانش بر عملکرد شرکت از طریق منابع انسانی – مجله الزویر

• فهرست مطالب:

 چکیده
مقدمه
زمینه تحقیق و فرضیات
مدیریت دانش و عملکرد شرکت
عملیات منابع انسانی راهبردی و عملکرد شرکت
اثر واسطه ای عملیات منابع انسانی راهبردی
روش
جمعیت، نمونه و جمع اوری داده
متغیر ها و شاخص ها
عملیات منابع انسانی راهبردی
مدیریت دانش
عملکرد شرکت
متغیر های شاهد
مدل خوبی برازش: روایی و پایایی
نتایج
تحلیل توصیفی و مدل ساختاری
تست واسطه ای
نتایج و بحث

• بخشی از ترجمه:

امروزه،  مدیریت   منابع انسانی و دانش، از دارایی های  مهم سازمان ها برای  تولید منابع ارزشمند و قابلیت ها محسوب می شوند (Barney,  1991;  Pfeffer,  1994;  Wernerfelt,  1984). چندین مطالعه  نشان داده اند که مدیریت دانش و منابع انسانی ارتباط  تنگا تنگی دارند (Afiouni,  2007;  Haesli  &  Boxall,  2005;  Theriou&  Chatzoglou,  2008;  Wang  et  al.,  2012) و این منجر به  به وجود آمدن روش های متعددی در خصوص  روابط علی بین مدیریت دانش،  مدیریت منابع انسانی و عملکرد شرکت شده است( جکسون و همکاران 2014). این مقاله فراتر از  مدیریت دانش   رفته و یک شاخص  واسطه ای را بین   مدیریت منابع انسانی و   عملکرد شرکت در نظر می گیرد(Becker  &  Huselid, 1998;  Delaney  &  Huselid,  1996;  Delery  &  Shaw,  2001;  Guest,  1997; Huselid,  1995) و هدف اصلی ارایه مدلی جایگزین است که نقش  عملیات منابع انسانی راهبردی را به عنوان مکانیسم کاتالیز گری در نظر بگیرد که تغیر دهنده میزان کارایی  راهبرد های مدیریت دانش است (Chuang  et  al.,  2013;  Jiang  et  al.,  2013). از این روی،   یک شکاف دانشی مهم در این زمینه پر می شود (Jackson  et  al.,  2014;  Jiang  et  al., 2013) و از این روی نیاز به تحلیل نقش واسطه ای مدیریت منابع انسانی در ارتباط بین مدیریت دانش و  عملکرد شرکت بیشتر به چشم می خورد.

• بخشی از مقاله انگلیسی:

Today most of the companies operate in complex and dynamic environments, where competition is constantly increasing and, therefore, the traditional sources of competitive advantage do not guarantee the survival ofthe organization, creating a need for rapid adaptation. This situation is leading to a redefinition of business strategies (Pfeffer, 1994; Wernerfelt, 1984). There is much debate about the need to pay greater attention to strategic resources and how they are managed, especially those capable of providing economic value and competitiveness for companies. Barney (1991) argues thatintangible resources can become a source of sustainable competitive advantage to meetthe requirements of value and inimitability (Barney, 1991;Black & Boal, 1994).Inthis sense, knowledge and human capital are important assets for organizations and an effective management of those assets can make possible for companies to leverage the knowledge and skills of employees while developing human resource management models tailored to the needs the environment, contributing to the improvement of firm performance (Soliman & Spooner, 2000; Yahya & Goh, 2002). While some studies have noted that knowledge management promotes firm performance (Chen & Huang, 2009; Hsiao, Chen, & Chang, 2011; López-Nicolás & Merono-Cerdán, ˜ 2011; Palacios & Garrigós, 2006; Rasula, ˇ Bosilj Vuksiˇ c, ´ & Indihar Stemberger, ˇ 2012), others studies argue that it is human resource management that helps to improve this performance (Becker & Gerhart, 1996; Chen & Huang, 2009; Collins & Clark, 2003; Huselid, 1995; Youndt, Snell, Dean, & Lepak, 1996). In addition, some research suggests that knowledge management and human resource management are closely related (Afiouni, 2007; Haesli & Boxall, 2005; Oltra, 2005; Theriou & Chatzoglou, 2008; Wang, Chiang, & Tung, 2012). The majority of these studies opt for analyzing the mediating effect of knowledge management in the relationship between human resource management and firm performance (Jackson, Schuler, & Jiang, 2014). Surprisingly, few studies have suggested an inverse relationship between these concepts, which might be expected considering the potential strong interaction between knowledge management and human resource management (Chuang, Jackson, & Jiang, 2013; Liao, 2011; Shih & Chiang, 2005). Therefore, the main objective of this work is offering a different perspective on the role human resource management, responding also to recent calls for alternative causal models to analyze the catalytic or mediating role of human resources management in the relationship between knowledge management and firm performance (Jackson et al., 2014; Jiang, Takeuchi, & Lepak, 2013). This new perspective is important to the extent that it can determine whether certain systems of human resource management are able to translate organizational needs and strategies into a package of strategic human resource practices that can foster alignment of employee behaviors, thereby producing better outcomes for the organization (Jiang et al., 2013). Thus, recognizing the need for empirical studies to analyze the role of human resource management systems as catalytic mechanisms in developing organizational strategies and goals (Jiang et al., 2013), we examine the mediating effects of certain strategic high performance work practices in the areas of staffing, training, participation, performance appraisal and compensation (Chen & Huang, 2009; Huselid, 1995). It is expected that these practices can mediate the relationship between knowledge management – measured through codification and personalization strategies – and firm performance. The relationships are examined using structural equation modeling methodology in a sample of 191 Spanish industrial companies. The specific contributions of this study can be summarized in three parts. First, it extends the limited literature that recognizes the need for alignment of the human resource management strategies as a mediator of knowledge management for the company that links the goals of the company and its improved performance (Jiang et al., 2013; Wang et al., 2012). Second, it supports the idea that managing the knowledge employees, through strategic human resource practices, is essential for organizations to maximize their performance (Chuang et al., 2013; Liao, 2011).