The mediating role of organizational learning in the impact of strategic human resources management on organizational resilience

In today's business world, organizations are increasingly confronted with unexpected crises, intense competitive pressures, environmental challenges, and unforeseen events. To gain a competitive advantage and ensure continuity, organizations need to establish a robust internal structure. In order to adapt rapidly to changing conditions and maintain operations during unexpected situations, they must acquire, share, and develop knowledge. Therefore, implementing the necessary practices and processes to strengthen organizational resilience against unforeseen events and disruptions is of critical importance. This study aims to examine the impact of a strategic human resource management (SHRM) perspective on organizational resilience and to reveal the mediating role of the organizational learning process in this relationship. The research, which investigates the mediating role of organizational learning in the effect of SHRM on organizational resilience, was conducted using a quantitative research method. A convenience sampling method was employed, and data were collected through a survey. The study sample consisted of 419 employees working in private sector companies located in Bursa, Türkiye, that have established human resources departments. The analysis results revealed a positive and highly significant relationship between SHRM and organizational resilience. According to the regression analysis conducted on the effect of SHRM on organizational resilience, the relationship was positive and significant. Additionally, a positive and highly significant relationship was found between SHRM and organizational learning. The regression analysis conducted on the effect of SHRM on organizational learning also yielded significant results. A very strong and positive relationship was observed between organizational resilience and organizational learning, and the regression analysis examining the effect of organizational learning on organizational resilience indicated that the relationship was significant. Finally, the mediation effect was tested within the model. The mediation effect on the sub-dimensions of the dependent variable was also evaluated separately. The results indicated that the independent variable exerted a partial mediation effect on the sub-dimensions of the dependent variable. In conclusion, the study demonstrated that organizational learning plays a partial mediating role in the relationship between SHRM and organizational resilience.