The effect of strategic alignment among human resource management strategy, business strategy, knowledge strategy, and innovation strategy on organizational performance

• Main Authors: Ying-you Pan, 潘盈佑
• Other Authors: Yue-Yang Chen
• Format: Others
• Language: zh-TW
• Published: 2009
• Online Access: http://ndltd.ncl.edu.tw/handle/36217621562622054748

碩士 === 義守大學 === 管理學院碩士班 === 97 === Recently, both researchers and practitioners have started to realize the importance of human resource management (HRM) for organizational performance. Meanwhile, alignment among different strategies of an organization is emphasized by scholars. It is also suggested that the alignment between organizational processes and strategic decisions is contribution to competitive advantage. Therefore, the match of HRM activities and business strategy (BS) is important. And using the alignment between HRM strategy and knowledge strategy to achieve better performance is an important concern for executives. Furthermore, to execute innovation strategy needs employees’ cooperation. So, business strategy, human resource management strategy, knowledge strategy, and innovation strategy must be integrated as a whole to accomplish higher performance. Accordingly, this study uses multiple perspectives with covariation approaches to examine the effect of alignment among business strategy, human resource management strategy, knowledge strategy, and innovation strategy to organizational performance in Taiwanese corporations. Empirical data for hypotheses testing are collected from top-ranked companies in Taiwan; yielding 137 valid samples. The findings of this study show that the alignment among business strategy, human resource management strategy, knowledge strategy, and innovation strategy is one of the key factors in efficiently achieving higher organizational performance.