<![CDATA[This research explores how talent management and knowledge management contribute to organizational performance in a hospital context, with particular attention to the role of competitive advantage as an underlying mechanism. Drawing on the Resource-Based View (RBV), the study considers human resources and organizational knowledge as key strategic assets. A quantitative design was applied, involving all hospital employees as the study population. A total of 50 respondents were included using a census approach. The data were the processed using Partial Least Squares-based Structural Equation Modeling (PLS-SEM). The results of this study show that talent management does not play a meaningful role in influencing organizational performance or competitive advantage. In contrast, knowledge management contributes to the development of competitive advantage, although it does not directly translate into improved organizational performance. furthermore, organizational performance is largely driven by competitive advantage, which also serves as a pathway through which knowledge management affects performance. however, this mechanism is not observed in the case of talent management. These findings suggest that knowledge management functions as a strategic capability in enhancing organizational performance, through the development of competitive advantage. In contrast, talent management has not yet optimally contributed to creating strategic value in the hospital context.]]>
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