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This study explores the role of compensation strategies in promoting organizational learning capability. By analyzing a sample of 111 Spanish firms from the chemical industry, the authors highlight how compensation strategies can be used to influence employees' commitment to learning and shape their understanding of the overall purpose of the organization. They also show that inappropriate strategies can lead to short-term efficiencies but damage longer-term learning.The study also explores five dimensions of compensation strategy that are linked to organizational learning: job-based vs. skill-based pay; pay level relative to the market; fixed pay vs. incentives; individual vs. group incentives; and shortvs. long-term orientation.

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The purpose of this paper is to identify success factors in human resource management during the transition process to Lean Production. Using case study research in the aeronautics industry, the results show a series of explanatory factors that are then grouped into main factors depending on the phase of the transition process. Thus, in the pre-adoption phase, the setting up of joint management-trade unions committees is the main factor. Five main factors are found in the other three phases of the adoption and implementation process: training, communication, rewards, job design, and work organization. Moreover, a variety of explanatory elements are identified in each of the main factors found in each phase of the transition process to Lean Production. Finally, a model is developed to understand the sequence that leads to the cultural change associated with Lean Production.

This study explores the relationship between high-performance human resource practices and organizational outcomes, using organizational learning capability as a mediating variable. By analyzing a sample of 85 Spanish companies in the chemical industry, the results suggest that the application of high-performance human resource practices is positively related to the development of organizational learning capability. This, in turn, is positively related to the financial and non-financial firm’s performance. The mediating role of learning capability is useful and should be considered in studies that analyze the link between human resource practices and performance, a central topic in the literature on strategic human resource management. Additionally, this study provides indications which can help companies design suitable conditions for promoting organizational learning capability, which is directly related to the development of human resource systems.