An integration of strategic human resource management and strategic purchasing execution in supply chain networks

Purpose The purpose of this study is to empirically examine a generally recognized premise that aligning human resources practices with strategic purchasing, does in fact, contribute to favorable supply chain relational outcomes. The goal is to answer two research questions: (1) Do human resource practices and/or strategic purchasing contribute to supply chain relational capital? and (2) Does that supply chain relational capital yield supply chain relational benefits for a firm? Design/methodology/approach Data were collected from 200 supply chain management professionals. Theoretically grounded hypotheses were developed; as such, covariance based structural equation modeling was the analytic technique for testing the direct and mediating effects between human resource practices, strategic purchasing, supply chain relational capital and supply chain relational benefits. Findings The results indicate that the positive direct effect between human resource practices and supply chain relational capital is partially mediated by strategic purchasing. A positive direct effect was also found between supply chain relational capital and supply chain relational benefits. Originality/value This research was initiated to answer calls for introducing novel theories to examine relational supply chain management phenomena via coupling strategic human resource management and social network theories. The findings also offer prescriptive support for supply chain managers to work alongside human resource managers so that their purchasing and supply management employees have the resources for developing skills and competencies to contribute to favorable supply chain relational outcomes.