دور ممارسات إدارة الموارد البشرية في بناء البراعة التنظيمية و أثرهما على الأداء التنظيمي : دراسة تطبيقية على الشركات الصناعية الصغيرة و المتوسطة في المملكة العربية السعودية

Abstract EN

This study aims to examine the role of human resource management practices (HRM) in building organizational ambidexterity orientation and its impact on small-medium sized enterprises (SMEs) performance in the Kingdom of Saudi Arabia.

It attempts to highlight the mediating effect of organizational ambidexterity orientation on the relationship between (HRM) practices (employment, training, compensation, job design, performance appraisal, and participation) and organizational performance.

Data were collected from a sample of 357 (SMEs) and the response rate was only (51%).

The study concluded that HRM practices contributed to building organizational ambidexterity orientation with a 38.6%, and all (HRM) practices had a positive impact on organizational ambidexterity.

The study also showed that the organizational ambidexterity orientation fully mediated the relationship between participation and organizational performance, and partially mediated the relationships between employment, training, job design practices and organizational performance.

Finally, organizational ambidexterity orientation didn’t mediate the relationship between performance appraisal and organizational performance.