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This paper aims to examine the mediation effect of organizational learning on the link between human resource management (HRM) practices and organizational performance in some Big4 financial services companies.

The quantitative methodology was chosen for this research, using resource theory and knowledge-based approach to explain the relationship between latent variables. A sample of 403 HR employees and managers of the companies under study in France was selected in 2022. Structural equations modeling was used based on the Spss-Amos program to test the research hypotheses.

The results revealed that organizational learning played a mediating role between HRM practices (hiring, training, motivation and decision-making) and organizational performance and that learning enabled the performance of workers to improve and achieve competitive advantages in this field.

The sample was based on four international companies working in the field of financial services and consulting and providing their services within France, which may affect the generalisability of the results and limit them to the studied sector.

The contribution of the study is to improve the awareness of administrators, decision makers and company employees of the importance of organizational learning for companies, and to stimulate motivation to learn and exchange knowledge in a constructive way that enhances organizational performance. Working on organizational culture change through HRM-practices-based learning as an effective mechanism for organizational performance improvement is one implication. These practises influence cadres' attitudes toward their work, which improves their performance.

Working on organizational culture change through HRM-practices-based learning as an effective mechanism for organizational performance improvement is one implication. These practises influence cadres' attitudes toward their work, which improves their performance.

This study seeks to provide cadres and executives with an in-depth analysis of HRM and organizational learning, which, through its integration of these attributes, can contribute to the earning of knowledge-based competitive advantage and achieve superior and sustainable performance.

Entrepreneurial knowledge occupies a significant place in policy discourse and practice, especially in developed economies. This study aims to examine the effect of entrepreneurial knowledge on the components of entrepreneurial intent of undergraduate students. The authors seek to decipher a deeper understanding of their orientation for engaging in new ventures. In addition, we analyze the mediating role of behavioral antecedents between entrepreneurial knowledge and entrepreneurial intent.

The authors collected the primary data of 400 undergraduate students from French universities and used structural equation modeling through Smart PLS software for testing several pertinent hypotheses.

The study’s results revealed that entrepreneurial knowledge negatively affects students’ attitudes in choosing entrepreneurship in favor of a corporate job. In addition, entrepreneurial knowledge does not affect the social norms and self-efficacy that shape entrepreneurial intent. Interestingly, our study also revealed no mediating role between entrepreneurial knowledge and students’ self-efficacy.

The findings of this study will contribute to the academic discourse on the role of entrepreneurial knowledge and its potential effect in promoting entrepreneurship. Furthermore, this study has policy implications and solicits developing entrepreneurship programs to enhance entrepreneurial intent among young people.

The purpose of this paper is to identify the simultaneous effect of the intellectual capital (IC) dimensions (human capital (HC), structural capital (SC), and relational capital (RC)) in enhancing the learning organization (LO) capability, specifically in the health sector.

A survey data were collected from administrative staff working in a well-known hospital in Paris. In all, 182 observations were used to test the hypotheses. The data were analyzed using multiple regression analysis.

The results illustrate that only one dimension of IC, namely HC has a positive and significant effect on the LO capability while the other two dimensions namely SC and RC were found to have no significant effect.

The current study highlights the significance of the HC in building and enhancing the LO.

Hospitals’ decision makers should play a more decisive role in the process of attracting, maintaining, and training HR. It also confirms the importance of sustaining a sound work environment that motivates HR for continuous learning.

Few studies have examined the impact of IC on the LO capability in hospitals.