The Fit Of Strategic Human Resource Management, Ambidextrous Competences And Organizational Performances

In the current knowledge economy era, the human resource and the human resource management are becoming the key factors of the competitive advantages of enterprises. As an important resource of the organization, the fit between the human resource management and the business strategy is very important. And only on the condition that the human resource management matches the business strategy, the organization could win the competitive advantages.The decision-makers have to konow which kind of resources of the organization can support the implementation of the strategy. So the study on the relationship of human resource management, competitive strategy and organizational performances has important theoretical significance but also has important practical value.Firstly, this study reviewed the basic theories and then built a theoretical model about the relationship between the fit of strategic human resource management and organizational performances, with ambidextrous competences as mediators and the market environment as a moderator. The ambidextrous competence included exploratory innovatinons and exploitative innovations, the market environment contained market complexity and market dynamics, and organizational performances consisted of short-term performances and long-term performances.Then put forward hypotheses on the relationships between the variables. Secondly, this study did a questionnaire survey of224North China enterprises, and did the empirical test through the structural equation models. Most of the assumptions were tested, and only two hypotheses were not verified. The results showed that the mediating role of ambidextrous competence on the relationship between the fit of strategic human resource management and the long-term performances was significant, while the mediating role of ambidextrous competences on the relationship between the fit of strategic human resource management and the short-term performances was not significant; and the market environment had a moderating role on the relationship between the fit of the strategic human resource management and the short-term performances, so did on the relationship between the fit of strategic human resource management and the long-term performances. Finally, the reasons for the assumptions why not been verified were given, and the measures of human management practices for the enterprises were suggested based on the results. Then the inadequacies and further research directions were pointed out.