An Empirical Research on The Effect of “HRM-Competitive Strategy” Fitting Model on Organizational Adaptive Performance——The Mediating Role of Human Resource Flexibility
WEI Haibo，LI Xinjian，LIU Xiangyu
1. Nankai University, Tianjin， China; 2. Tianjin Normal University, Tianjin, China
Abstract Based on the theory of complex adaptive system (CAS), this study distinguishes two types of HRM strategic modes (internalization and externalization) and two types of organizational competitive strategies (defensive and exploratory), and further builds the fit modes between them. Moreover, it chooses two human resource flexibilities (functional flexibility and numerical flexibility) as mediators. In addition, on the foundation of data collected from 450 Chinese enterprises, it utilizes Polynomial Regression method to examine the effects of different strategic fit modes on organizational adaptive performance. The empirical results indicate that internal HRM strategy-defensive competitive strategy fit has significant positive influence on organizational adaptive performance and human resource functional flexibility plays the mediating role during this process. While the influence of external HRM strategy-exploratory competitive strategy fit on human resource numerical flexibility and organizational adaptive performance needs to be tested and explored further.
