Human resources flexibility in the cooperative model

Abstract

This study analyses the impact of human resource management (HRM) practices on employee flexibility in cooperatives in the social economy sector in Spain. It is based on the theoretical assumption that the skills, abilities and attitudes of human capital constitute an essential strategic resource for organisations to be able to adapt quickly to changing and highly demanding contexts. In this sense, labour flexibility—understood as the ability of workers to take on diverse roles and adapt to dynamic environments—is a key element in driving innovation, continuous improvement and strategic reorientation. Empirical analysis, based on a sample of 124 cooperatives and developed using partial least squares structural equation modelling (PLS-SEM), confirms a positive and significant relationship between HRM practices and employee flexibility, reinforcing the importance of investing in active skills development policies. These results are contextualised in a scenario of profound labour transformation, intensified by digitalization and globalisation, which have accelerated the need for more resilient and adaptive organisations. The unique role of cooperatives as organisational environments is also noteworthy. Due to their participatory nature and focus on the common good, they are particularly well positioned to promote inclusive, sustainable and solidarity-based development models, in line with the strategic objectives of the European and global economy.