Les pratiques de GRH augmentent-elles la compétitivité et la performance ? Rôle de l'apprentissage organisationnel et de la capacité d'innover (cas des firmes tunisiennes)

It has been attested many times that there is a direct relationship between the practices of Human Resources Management (HRM) and corporate performance assumed, however, just a little empirical analysis confirm this relationship. This relationship has important theoretical and pragmatic useful but still needs to be formulated and proved even more explicitly. It is, in fact, a phenomenon relatively unknown and few checked (Christian et al., 2005). This is particularly the case in countries where innovation is determined by priority of national development, especially in Tunisia. It is, within this framework of study, encouraging innovation; we seek to build a model of HRM applicable to enterprises in general from an empirical analysis in Tunisia. This article is therefore a contribution to the extent of the relationship between HRM practices and business performance. Accordingly, we introduce the concepts of organizational learning and innovation to study their effects mediating between HR practices and competitive advantage. Consequently, we seek a relationship with the performance of the company. Following a quantitative approach and an empirical study on a sample of 351 Tunisian firms, we seek to determine not only the extent to which HRM practices generate a competitive advantage and superior performance, but also the role of organizational learning and innovation capability in mediating the HRM practices - competitive advantage relationship.