Designing and sustaining an entrepreneurial role for the human resource function: strategic choice or competitive conditions?

Ian Clark (Leicester Business School, Demontfort University)

International Journal of Entrepreneurial Behavior & Research

ISSN: 1355-2554

Publication date: 1 April 1998

Abstract

This paper provides a case study of a previously unresearched industry, Engineering Process Plant Contracting, it examines how a project management firm responded to heightened competitive pressures through a process of entrepreneurial innovation. A key component in this focused on the corporate human resource function as a full business partner in project management and its contribution to the “bottom line”, a clear recognition of its positive strategic significance. The evidence suggests that prevailing competitive conditions determine the nature and direction of HRM’s strategic integration with a firms entrepreneurial goals. Where cost reduction strategies prevail the function is likely to institutionalize entrepreneurial goals determined elsewhere. Where cost containment and the reduction of internal inefficiencies prevail a more positive integration between the function and the firms entrepreneurial goals is necessary.

Keywords

Citation

Clark, I. (1998), "Designing and sustaining an entrepreneurial role for the human resource function: strategic choice or competitive conditions?", International Journal of Entrepreneurial Behavior & Research, Vol. 4 No. 1, pp. 51-70. https://doi.org/10.1108/13552559810203984

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Publisher

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MCB UP Ltd

Copyright © 1998, MCB UP Limited

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