Strategic human resources, innovation and entrepreneurship fit: A cross‐regional comparative model

Abstract

Purpose

Strategic human resource management (SHRM) is seen as crucial for innovation and entrepreneurship in China. An empirical research was carried out to investigate main dimensions of the model of human resources management (HRM), practices and their effects on organisational performance in relation to innovation and entrepreneurship.

Design/methodology/approach

The research has two parts. The first part is a field survey on human resource management practices and its main dimensions. The study was conducted in the Chinese local companies and joint ventures across different partnerships. The second part is an in‐depth case‐set analysis of Chinese entrepreneurship models from a strategic HRM perspective.

Findings

The results showed that both functional and strategic dimensions of HRM could be identified which had differential effects upon organisational performance and that the most successful local entrepreneurial firms were among the collective‐based and globally‐oriented ones.

Originality/value

This study demonstrated that the fit between strategic HRM practices, innovation strategy and entrepreneurship model was significantly contributed to entrepreneurial performance. A regional comparative model of SHRM and entrepreneurship was proposed for sustainable business developments and organisational change.

Citation

Wang, Z. and Zang, Z. (2005), "Strategic human resources, innovation and entrepreneurship fit: A cross‐regional comparative model", International Journal of Manpower, Vol. 26 No. 6, pp. 544-559. https://doi.org/10.1108/01437720510625458