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14 articles

Review

Open AccessPublished: 8 October 2026

Patagonia's Common-Good Human Resources Strategy: Conceptualization through a Systematic Review

Shimelis Tamirat, Zerihun Ayenew

Human Resource Strategy and Practice · 61-77 · 10.63385/hrsp.v2i2.102704

Nowadays, human resources (HR) are an important factor in corporate performance and environmental sustainability. Patagonia Inc. was an exemplar in blending HR practices and environmental activism and achieved success by linking a planet-friendly business model to company HR practices and organizational culture. Different approa

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Review

Open AccessPublished: 19 August 2026

AI-Driven Talent Management: Human-Centered, Competency-Based Recruitment

Viraj Tathavadekar, Nitin Mahankale

Human Resource Strategy and Practice · 43–60 · 10.63385/hrsp.v2i2.101012

The purpose of this perspective is to explore the potential of humanistic artificial intelligence (AI) to revolutionize talent management by emphasizing skills, emotional intelligence (EI), and cultural match through competency-based recruitment systems as opposed to the traditional, resume-centric selection processes. The metho

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Article

Open AccessPublished: 17 August 2026

Strategic Human Resource Management and Organisational Performance: The Mediating Role of Firm–Employee Relationship—A Case Study on Movit Products

Antonia Komujuni, Gamal Mohamed Shehata

Human Resource Strategy and Practice · 27–42 · 10.63385/hrsp.v2i2.101149

This study examined the influence of Strategic Human Resource Management (SHRM) practices on organisational performance, with particular emphasis on the mediating role of firm–employee relationships at Movit Products Limited, Uganda. A convergent parallel mixed-methods design was adopted, combining quantitative data from a surve

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Review

Open AccessPublished: 20 July 2026

AI, HR Governance, and Human Capital Risk in Indonesia’s Digital Banking: A Systematic Review

Unang Toto Handiman, Yustinus Rawi Dandono, Mohammad Yamin, Bintoro Ariyanto, Oktovina Deci Rahakbauw

Human Resource Strategy and Practice · 1–26 · 10.63385/hrsp.v2i2.101097

While AI is set to make banking faster and better, discussions often overlook its significant impact on human capital and governance. The current literature is still fragmented, largely addressing AI adoption, human resource management (HRM), and sustainability as independent domains, ignoring the structural risks that develop w

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Article

Open AccessPublished: 29 June 2026

Relational Human Resource Development as Flourishing: Leadership Learning and Cultural Change in Pacific Education

Cherie Chu-Fuluifaga, Martyn Reynolds

Human Resource Strategy and Practice · 84–98 · 10.63385/hrsp.v2i1.101109

This article addresses the contribution of human resource development to workplace cultural change through the concept of flourishing. Originally a leadership concept, flourishing, as employed here, provides a frame to hold together the emotive, social, and relational aspects of human resource development. Flourishing in this ca

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Article

Open AccessPublished: 18 June 2026

Towards a Human Resource Strategy for Knowledge Sharing Behaviour: Unpacking Structural, Relational, and Contextual Antecedents in Private Higher Education Institutions

Dennis Franscico Chandiona

Human Resource Strategy and Practice · 60–83 · 10.63385/hrsp.v2i1.101113

This research explores how technological, organizational, relational, and personality elements influence knowledge-sharing intentions and actions among academic personnel in higher education institutions. Grounded from social capital theory, social cognitive theory, and social exchange theory, the study aims to offer a thorough

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Article

Open AccessPublished: 12 June 2026

Reconceptualizing Competence through Facets: ATHENA as a Strategic Framework for Adaptive Talent Management in the Age of AI

Jeremy Lamri, Karin Valentini, Todd Lubart

Human Resource Strategy and Practice · 42–59 · 10.63385/hrsp.v2i1.101054

Human resource management (HRM) remains predominantly organized around competency and occupation-based representations that implicitly presume relative stability in work content. Yet artificial intelligence (AI) increasingly changes work at the level of tasks, activity sequences, decision criteria, and human–tool interaction. Th

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Article

Open AccessPublished: 5 June 2026

Thinking as a Strategic HR Competence for Leadership and Workforce Development

English Vincent, Kenny Brian

Human Resource Strategy and Practice · 28–41 · 10.63385/hrsp.v2i1.101083

In an era marked by volatility, digital disruption, demographic change, and continuous organisational transformation, the ability of firms to compete increasingly depends on the quality of their human capability. While leadership scholarship has long recognised the importance of higher-order cognition, human resource management

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Article

Open AccessPublished: 7 May 2026

AI-Driven Talent Management: Transforming Recruitment, Retention, and Workforce Analytics

Shankar Subramanian Iyer, Rajesh Arora, Divakar Gowda Murugendrappa, Brinitha Raji, Abhijit Ganguly, Soofi Anwar, Ankithax Mahesh, Fernando Eraña Reyes Jr, Raman Subramanian

Human Resource Strategy and Practice · 1–27 · 10.63385/hrsp.v2i1.101072

Contemporary organizations increasingly leverage artificial intelligence technologies to revolutionize human resource management practices, fundamentally altering how companies approach workforce optimization. This empirical investigation examines critical determinants and consequences of implementing AI-powered talent managemen

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Article

Open AccessPublished: 25 December 2025

Influence of Human Capital Empowerment on Organizational Efficiency in Public Universities in Kenya

Benard Okelo

Human Resource Strategy and Practice · 63–74 · 10.63385/hrsp.v1i1.101042

Human capital empowerment (HCE) contributes greater values to institutions and is a factor which has not been addressed well in public universities in Kenya. It is noted that this involves optimizing responsibilities through increased efficiency and effectiveness. The researchers emphasized that empowering employees enables them

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