Interdisciplinary Studies on Strategic Knowledge

Interdisciplinary Studies on Strategic Knowledge

The Impact of Human Resource Architecture on Customer Value Creation: An Empirical Study in a Defensive Organization

Document Type : Original Article

Authors
Seyed Mahdi Farahi 1
Mohammad Aliakbari 2
Seyed Mehrdad Rasouli 3
Behzad Ghasemi 4
1 Ph.D. Graduated in Strategic Management, Faculty of Management and Planning, Imam Hossein University, Tehran, Iran
2 Master of Human Resource Management, Industrial Management Organization, Tehran, Iran
3 Master of Human Resource Management, Faculty of Management, Islamic Azad University, Science and Research Branch, Tehran, Iran
4 PhD in Industrial Management, Faculty of Management, Islamic Azad University, South Tehran Branch, Tehran, Iran. Corresponding author
Abstract
The development of knowledge capabilities is one of the competitive resources for customer value creation in innovative defense organizations that is manifested in the context of human resource architecture. The main purpose of this study is to investigate the impact of human resource architecture on customer value creation in a defensive organization. We attempted to introduce a human resource architecture framework consisting of human resources practices, social context, and organizational learning to achieve customer value creation. The statistical population of the study is one of the subsidiaries of the Ministry of Defence and Armed Forces Logistics that the managers and experts of the organization were selected as the statistical analysis unit. Based on the review of previous studies, the sub-factors related to the research variables were extracted and the constructs of the research model were identified and confirmed using exploratory factor analysis and confirmatory factor analysis techniques. Then, the hypothesized relationships were investigated using the structural equation modeling technique. The obtained results show that human resource practices affect customer value creation and the type of employee membership moderates this relationship. Social context and organizational learning also reinforce this impact. Other findings indicate that the relationships considered in the research model were confirmed. top managers of the organization in particular, and other managers of defensive organizations in general, can utilize the proposed model as a scenario of human resources roadmap to achieve customer value creation according to the main mission and goals of their organization
Keywords
Human Resource Architecture
Human Resource Practices
Organizational Learning
Social Context
Customer Value Creation

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Interdisciplinary Studies on Strategic Knowledge
Volume 6, Issue 21
Summer 2022
Pages 247-278