HRM at the Heart of Organizational Change: Building Competencies for Sustainable Value

Abstract

This article delves into a comprehensive exploration of the evolution of Human Resource Management (HRM), shedding light on its central role in the context of organizational change. A significant transition is examined, where HRM competency emerges as a pivotal element in defining an organization's distinctive capabilities. This competency empowers leaders with increased responsibility, fosters knowledge-sharing, and empowers organization members in the knowledge creation process.

The article emphasizes that, within a dynamic perspective of change, HRM plays a crucial driving role, substantially contributing to the creation of the intangible wealth of the enterprise. It also delves into contemporary challenges facing HRM in the realm of knowledge management, identifying five major challenges such as identification, preservation, valuation, updating, and interaction of knowledge.

Furthermore, the article introduces an innovative dialectical approach to the relationship between HRM and organizational change, highlighting three essential principles: contingent social construct, continuous process, and structuring dynamics. In conclusion, it strongly asserts that HRM plays a critical role in balancing and structuring organizations, underscoring its heightened strategic relevance in the global context of 21st-century organizational change.

Keywords: Human Resource; Organizational Change; Skills; Intangible Capital; Knowledge Management

Classification JEL: O15

Paper type : theoretical research