Effective human resource management and the implementation of High-Performance Work Systems (HPWS) are considered critical pillars for achieving competitive advantage in a knowledge-based economy. This study aims to comparatively analyze strategic configurations of human resource management and examine the relationship between HPWS and organizational performance in two different contexts: Iran and South Korea.



In terms of purpose, this research is applied, and in terms of method and nature, it is a descriptive–survey study conducted cross-sectionally. The study adopts a mixed-methods approach with an exploratory strategy in order to identify context-specific patterns in both settings and subsequently validate them quantitatively. The statistical population in the Iranian context includes the National Iranian South Oilfields Company (as a representative of a large industrial-national context), while the South Korean context focuses on service-oriented and knowledge-based companies.



The findings indicate that both countries are transitioning from traditional human resource management toward more strategic models, though through different pathways. In Iran, the primary focus is on institutionalizing a strategic perspective, strengthening the infrastructure of HPWS, and empowering human resources within large industries to cope with technological changes. In contrast, South Korea has gradually moved beyond traditional seniority-based systems toward competency-based management, digitalization of human resources, and agile flexibility to address productivity challenges in the service sector.