Abstract:
The present research investigates the influence of knowledge-based human resource
management practices on organizational resilience among hospitality professionals. The
study further examines the impact of organizational resilience on hospitality professionals’
innovation performance. Additionally, it investigates the mediating role of the learning
climate between knowledge-based human resource management practices and organizational
resilience. The study employs multiple sampling techniques, including purposive and
snowball methods, to collect data from hospitality professionals working in three-, four-, and
five-star hotels in Pakistan. A total of 219 samples were collected. Partial Least Squares
Structural Equation Modeling (PLS-SEM), using SmartPLS 4.0, is employed to test the
proposed hypotheses. The results indicate that all knowledge-based human resource
management practices (e.g., knowledge-based training, knowledge-based performance
assessment, and knowledge-based compensation) have a positive influence on hospitality
professionals’ perceptions of the learning climate in the organization, except for knowledge based recruitment. The learning climate is found to be a predictor of organizational resilience,
which in turn increases hospitality professionals’ innovation performance. The findings also
confirm that the learning climate mediates the relationship between knowledge-based human
resource management practices and organizational resilience. To date, limited research has
been conducted to confirm whether and how knowledge-based human resource management
practices influence the learning climate and organizational resilience. Notably, the mediating
role of the learning climate remains unexplored. This study addresses these gaps and
contributes to the literature on human resource management and organizational resilience.
