Integrating Strategic Human Resource Practices and Organizational Culture Through Crisis Response in Oman Healthcare Institutions

Abstract

This study examined the influence of strategic human resource management on Organizational culture through the mediating role of crisis-management capability in private healthcare institutions in Muscat, Oman. A quantitative, cross-sectional survey was conducted among 137 HR specialists, managers, supervisors, and administrative employees from 11 private hospitals. Data were analyzed using partial least squares structural equation modelling. The findings showed that strategic human resource management had a significant positive effect on crisis-management capability, while Crisis Management significantly influenced Organizational culture. However, the direct relationship between strategic human resource management and Organizational culture was not statistically significant. The mediation analysis indicated that Crisis Management fully mediated this relationship, suggesting that strategic Human resource practices contribute to cultural outcomes mainly by strengthening preparedness, response, recovery, coordination, and organizational learning. The study extends the Resource-Based View and Contingency Theory by demonstrating that human resources generate organisational value when they are mobilized through crisis-responsive capabilities. Practically, private healthcare institutions should integrate workforce planning, leadership development, crisis training, performance systems, flexible staffing, and post-crisis learning into a unified resilience framework. The study provides context-specific evidence from Oman’s private healthcare sector and highlights the importance of aligning Human resource strategy, crisis preparedness, and cultural development.