Knowledge-based human resource management practices and organizational performance in selected universities of Amhara regional state, Ethiopia: the moderating effect of intellectual capital

In today’s knowledge-driven economy, the effective management of human resources has become a critical determinant of organizational performance. However, the effectiveness of these practices is not uniform across organizations, as their impact is often moderated by the presence and utilization of intellectual capital (IC). This study explores the relationship between knowledge-based human resource management practices and organizational performance, with a focus on the moderating role of IC in selected universities within the Amhara regional state of Ethiopia. The research aims to elucidate how IC influences university performances. Employing a quantitative methodology, the study utilized a cross-sectional survey design, sampling 364 employees through stratified sampling techniques. Data collection was primarily conducted via questionnaires, facilitating an in-depth analysis of the interrelationships among the various factors involved. The findings reveal that human resource management practices significantly affect university performance, with IC serving as a crucial moderating factor in this dynamic. To optimize performance through investments in IC, it is imperative for universities to develop the requisite infrastructure, including laboratories, technology resources and innovation centers, to align with their strategic objectives. Such enhancements are vital for fostering knowledge creation and nurturing a culture of innovation, both of which are essential for achieving success in the increasingly competitive educational landscape.