Abstract
The main purpose of this study is to research how and to what degree a company’s performance is affected by the new generation management approaches through strategic human resource applications. Within this framework, of the new generation management approaches, organizational ambidexterity, learning organization, and innovation capability have been included as independent variables, and of the strategic human resource applications, with the moderation of talent management and the recruitment and selection process, the effects on firm performance have been tested empirically. The study was conducted in 2018 by evaluating 387 of the questionnaires collected from the firm owners and middle and upper management of randomly selected large and mid-sized businesses in Istanbul, Ankara, Bursa, and Izmir. The collected data were tested using SPSS and, within the scope of structural equation modeling, using SmartPLS. At the conclusion of the research, of the new generation management approaches, it became evident that innovation capabilities have positive effects on the firm performance and that the learning organization also has positive effects on the firm performance by the effect of the moderating variables. Furthermore, a striking weakness was found in the relationship between the performance of a firm and innovation ambidexterity. It was also found that talent management plays no moderating role in the effects of new generation management approaches on the firm performance.
Highlights
In addition to providing evidence for the effects of innovation capability, learning organization, and ambidexterity on business performance, our study contributes to the literature by examining the intermediary role of talent management and recruitment on this relationship. To specify this more fully, we examined the positive effects of the two strategic human resource management (SHRM) practices on business performance and their moderator roles in the development of the relationships between the new generation of management approaches and firm performance
This study proved that SHRM has a significant impact on innovation capacity, and, as a result of this study, it was concluded that innovation capability has a significant impact on innovation performance
This study was based on the data collected from middle and senior managers and business owners who in particular had an idea of management approaches and have played an important role in determining the strategies of firms
Summary
Over the past few decades, the literature on management and organization has paid more attention to the concepts of innovation and innovation capability (Calantone et al, 2002; Q. Chen et al, 2020; Gault, 2018; Ilori et al, 2017; Rajapathirana & Hui, 2018; Saunila, 2019; Tidd & Bessant, 2013), organizational ambidexterity (Birkinshaw & Gupta, 2013; Boumgarden et al, 2012; Božič & Dimovski, 2019; Brix, 2019; Y. Chen, 2017; Derbyshire, 2014; Lubatkin et al, 2006; Raisch et al, 2009), and learning organization (Garvin et al, 2008; Mbassana, 2014; Örtenblad, 2001; Ravichandran & Mishra, 2018; Senge, 2016; Vince, 2018; Watkins & Kim, 2018). In addition to providing evidence for the effects of innovation capability, learning organization, and ambidexterity on business performance, our study contributes to the literature by examining the intermediary role of talent management and recruitment on this relationship. To specify this more fully, we examined the positive effects of the two SHRM practices (talent management and recruitment) on business performance and their moderator roles in the development of the relationships between the new generation of management approaches and firm performance. The article concludes by acknowledging its limitations and making suggestions for future studies while discussing the theoretical contributions and practical results of the study
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