Skip to content
Open access

The Role of Strategic Leadership, Knowledge Management, and Human Resource Management in Enhancing the Future Competitiveness of Saudi Business Organizations in Future Economies, Using Social Responsibility as a Moderating Variable.

Jul 2026 · Journal of Intelligent Decision Making and Information Science · Vol 3, pp. 1841-1862 · 0 citations · 120 references

Abstract

In an era defined by globalization, technological advancement, and sustainability imperatives, enhancing future competitiveness orientation (FCO) is critical for business survival and growth. This study investigates the role of Strategic Leadership (SL), Knowledge Management (KM), and Human Resource Management (HRM) in fostering the FCO of Saudi business organizations, with Corporate Social Responsibility (CSR) examined both as a direct contributor and as a moderating variable. Grounded in the Resource-Based View (RBV), Knowledge-Based View (KBV), and Stakeholder Theory, the study utilizes a quantitative research design, collecting data from 329 valid responses using a structured questionnaire and analysing the results via Partial Least Squares Structural Equation Modeming (PLS-SEM).Findings reveal that SL, KM, HRM, and CSR each positively and significantly influence FCO, confirming their strategic importance in achieving sustained competitive advantage. However, CSR failed to moderate the relationships between SL, KM, and HRM with FCO, suggesting that its strategic integration within Saudi firms remains underdeveloped. The rejection of these moderation hypotheses challenges assumptions of automatic synergy between CSR and other strategic functions, pointing instead to the need for deliberate CSR alignment with core business strategies.The study offers theoretical contributions by extending the RBV and KBV frameworks to include CSR as a direct strategic resource in the Saudi context. Practically, it provides actionable insights for executives and policymakers on prioritizing leadership development, knowledge systems, and human capital as key levers of competitiveness. It also calls for gradual integration of CSR into strategic domains rather than treating it as a universal moderator. On a societal level, the research supports CSR as a driver of reputation, stakeholder trust, and sustainable growth, aligning with Saudi Vision 2030 and UN Sustainable Development Goals (SDGs 8, 9, 12).

Read PDF

Similar papers

Open access Aug 2026

Strategic Human Resource Management for Sustainable Business Growth: A Study of Emerging Enterprises in Asia

Sustainable business growth has become a critical objective for emerging enterprises facing competitive and environmental challenges in Asia. The study aimed to examine the influence of Strategic Human Resource Management (SHRM) on sustainable growth, emphasising the mediating effects of innovation capability and organ...

Mugdha Joshi, V. Nagajothi, Raushan Kumar et al. · 0 citations
Open access Aug 2026

The role of sustainable intellectual capital and organizational resilience in shaping sustainable innovation and performance: A multi-industry study in China.

Organizations increasingly recognize that achieving sustainable organizational performance requires more than possessing strategic resources; it depends on their effective transformation into innovation capabilities. Drawing upon the Resource-Based View (RBV), Natural Resource-Based View (NRBV), and Dynamic Capability...

Jing Sun, Jie Zhang · 0 citations
Review Open access Sep 2026

Does Sustainable‐Oriented Innovation Mediate the Impact of CSR and Green Creativity on Organizational Performance? Empirical Evidence From SMEs

This study aims to examine the mediating role of sustainable‐oriented innovation (SOI) in the relationship between knowledge management practices (KMP), corporate social responsibility (CSR), organizational green creativity (OGC), and government financial incentives (GFI) with the financial and environmental performa...

Yasir Aziz, Z. Ullah, Said Wali · 0 citations
Review Open access Aug 2026

Strategic Human Resource Management in the Digital Era: A Quantitative Analysis of Perceived EVP, E-HRM Practices, Organizational Trust, and Employee Retention in Pakistan's Fashion Retail Sector

In today's knowledge economy, talent retention has become a key business goal for companies seeking competitive advantage. This study seeks to transfer the customer-centric principles into the Human Resource (HR) architecture, by exploring the structural linkage between Perceived Employee Value Proposition (EVP), Elect...

Muhammad Safdar, Muhammad Asif, M. Amjad · 1 citation
Review Open access Sep 2026

Transformational leadership and its effects on human resource practices and organisational performance in South Africa’s mining sector

South Africa’s mining companies face increasing pressure to enhance productivity, ensure worker safety, and fulfil stakeholder expectations regarding environmental, social, and governance (ESG) accountability. Transformational leadership (TL) is increasingly employed as a strategic response; however, a significant gap...

Joseph Mcebu Makaringe, B. Mokoena · 0 citations

We use cookies to run the site and, with your consent, for analytics and to show ads. See our Cookie Policy.