Unraveling the Nexus of Knowledge-Based Human Resource Management Practices and Learning Climate: A Pathway to Organizational Resilience and Innovation Performance

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.