Abstract
During the last two decades the relationship between organizational strategy and human resources practices has been deeply analyzed. However, the mediator role of organizational structure in this relationship remains relatively uninvestigated. In this article we analyze a model of relationships among organizational strategy, organizational structure and human resources practices. Through a structural equation methodology applied to a sample of 183 Spanish companies, we will try to confirm that organizations with differentiation strategies are more likely to implement high involvement work practices. As a novelty we will introduce organizational structure as a mediator of this relationship. For that we will use the construct control mechanisms (centralization, formalization, and socialization).
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