TY  - JOUR
AB  - 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.
VL  - 4
IS  - 1
SN  - 1355-2554
DO  - 10.1108/13552559810203984
UR  - https://doi.org/10.1108/13552559810203984
AU  - Clark Ian
PY  - 1998
Y1  - 1998/01/01
TI  - Designing and sustaining an entrepreneurial role for the human resource function: strategic choice or competitive conditions? Evidence from engineering process plant contracting
T2  - International Journal of Entrepreneurial Behavior & Research
PB  - MCB UP Ltd
SP  - 51
EP  - 70
Y2  - 2024/05/08
ER  -