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1 – 10 of over 3000Upamali Amarakoon, Jay Weerawardena, Martie-Louise Verreynne and Julian Teicher
The purpose of this paper is to conceptualise and validate a scale to capture entrepreneurship behaviour at the human resource management (HRM) functional level.
Abstract
Purpose
The purpose of this paper is to conceptualise and validate a scale to capture entrepreneurship behaviour at the human resource management (HRM) functional level.
Design/methodology/approach
Drawing from the HRM and entrepreneurship literature, this paper first conceptualises and operationalises entrepreneurial behaviour at the human resource (HR) functional level. Second, it uses a multi-phase, systematic scale development procedure to design a two-dimensional scale of entrepreneurial HRM. Finally, the scale is validated by testing its relationship with HRM innovation.
Findings
The findings suggest that entrepreneurial behaviour at the HRM functional level is characterised by innovativeness, pro-activeness, risk-taking and consensus-building behaviour. The scale shed new light on the roles of HR professionals.
Research limitations/implications
This paper highlights the need for HR professionals to demonstrate entrepreneurial behaviour in HRM value addition. The scale development process, while providing a detailed understanding of the entrepreneurial behaviour at the HR functional level, will facilitate future research.
Practical implications
This scale provides HR professionals with the means to measure and improve entrepreneurial HRM, leading to higher levels of HRM-based value addition.
Originality/value
This is the first known attempt to capture entrepreneurial behaviour at the HRM functional level.
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Marina Dabić, Marta Ortiz‐De‐Urbina‐Criado and Ana M. Romero‐Martínez
This paper seeks to review the literature on human resource management (HRM) in entrepreneurial firms. Given the importance of human resource management for entrepreneurship, the…
Abstract
Purpose
This paper seeks to review the literature on human resource management (HRM) in entrepreneurial firms. Given the importance of human resource management for entrepreneurship, the purpose of this paper is to determine how far this line of research has progressed and what areas are still pending study.
Design/methodology/approach
The paper has a three‐part structure. First, the paper describes the published works. Second, it examines the topics dealt with in the literature. Third, the review identifies the limitations of the literature and outlines future lines of research for this field.
Findings
Most papers that deal with HRM and entrepreneurship together are empirical and have been published since 2000. Comprehensive and rigorous theoretical models that relate both areas do not exist.
Originality/value
The paper helps scholars orient their research in human resource management in entrepreneurial firms by providing them with a better understanding of the direction in which the field is going and what gaps remain.
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Critical and prescriptive evaluation of human resource management (HRM)tells us little about the direction in which its practice and rationalepurport to push management. Contends…
Abstract
Critical and prescriptive evaluation of human resource management (HRM) tells us little about the direction in which its practice and rationale purport to push management. Contends that the prevailing course of HRM ventures to make management more entrepreneurial. Distinguishes between the spirit and substance of HRM. The former propagates “empowering” employees and line managers to square the circle of increased competition, improved efficiency/productivity and financial stringency. The substance of HRM involves a reconfiguration of existing management structures in an effort to re‐create an entrepreneurial philosophy in management practice. First distinguishes entrepreneurship from traditionally defined management. Second, locates disparate HRM initiatives as entrepreneurial. Finally examines tensions between the two forms of management by reference to contemporary sources. In conclusion seeks to demonstrate that substance makes spirit a utopian vision, at least in the UK context.
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Henrik Florén, Jonas Rundquist and Sebastian Fischer
The purpose of this paper is to explore the relationship between HRM practices and entrepreneurial orientation (EO) in large established firms. More specifically, the purpose is…
Abstract
Purpose
The purpose of this paper is to explore the relationship between HRM practices and entrepreneurial orientation (EO) in large established firms. More specifically, the purpose is to add to the understanding of the influence of HRM practices on EO.
Design/methodology/approach
An e-mail survey was distributed to a sample of Swedish and German manufacturing firms in high-tech and medium high-tech manufacturing industries, and firms in knowledge-intensive services sectors, with more than 250 employees. In total, 810 surveys were distributed, with a response rate of 12.7 per cent.
Findings
The results show that an emphasis on entrepreneurial aspects leads to an increased EO only in the case of training and development. A conclusion therefore is that it seems difficult to recruit personnel or to use appraisal and rewards as to create EO on a firm level.
Practical implications
The study indicates that firms aiming to increase their EO should make sure to emphasize entrepreneurial aspects during staff training and development activities.
Originality/value
This empirical study paves the way towards a better understanding of the link between HRM practices and EO. The results should be of interest for both HR professionals and researchers interested in understanding this important relationship.
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Ángeles Montoro‐Sánchez and Domingo Ribeiro Soriano
The aim of this paper is to introduce the special issue on “Human resource management and corporate entrepreneurship”.
Abstract
Purpose
The aim of this paper is to introduce the special issue on “Human resource management and corporate entrepreneurship”.
Design/methodology/approach
The paper discuses the articles in the special issue, which investigate the relationships between human resource management and entrepreneurship from different points of view, approaches and employing different empirical contexts.
Findings
The papers highlight different human resource management factors of entrepreneurial behaviour and their influence on corporate entrepreneurship. Results from different empirical contexts as small and medium‐size firms, case studies, joint ventures, in the USA, China, and Spain, among others, make important contributions to the previous literature.
Originality/value
The paper discusses the intersection and association between human resource management and corporate entrepreneurship. Human resources play an essential role in so far as they can encourage or hinder corporate entrepreneurship.
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Karim Moustaghfir, Sara El Fatihi and Mohammed Benouarrek
Building on the little guidance in the existing literature regarding the relationship between human resource management (HRM) practices, entrepreneurial orientation and firm…
Abstract
Purpose
Building on the little guidance in the existing literature regarding the relationship between human resource management (HRM) practices, entrepreneurial orientation and firm performance, this study aims to generate theoretical propositions that underpin an integrative framework following a systematic literature review, then to test such a framework within the context of a small and medium enterprise (SME) to demonstrate how employees’ knowledge and competencies are translated into added value while fostering the company’s entrepreneurial capabilities and culture.
Design/methodology/approach
For the purpose of this research, a systematic literature review was adopted to build the propositions underpinning an integrative theoretical framework linking HRM practices, entrepreneurial orientation and firm performance. A single case study approach was then followed to test the propositions of the integrative theoretical framework within the context of an SME, while adopting a triangulation methodology for data collection, including questionnaires, interviews and archival data. Data analysis was conducted following the procedures of a pattern-matching methodology.
Findings
This research confirms the strategic role of HRM practices in fostering the firm’s entrepreneurial orientation and capabilities, while nurturing, enriching and bundling employees’ knowledge, skills and distinctive competencies within the context of a company’s innovation-driven strategy. HRM practices through a strategic alignment with the company’s business strategy, contribute to shaping up organizational attitudes, behaviors and cultural determinants that are, in turn, conducive to better innovativeness, risk propensity and initiative-taking. Theoretical and empirical evidence shows how such corporate entrepreneurialism is then translated into adding value activities, individual and group productivity and overall organizational performance.
Research limitations implications
This research generates meaningful insights on how HRM practices contribute to shaping up corporate entrepreneurship attitudes and transforming them into both individual and organizational results while building on conceptual assumptions and empirical evidence. The authors believe such insights have the potential to lay the foundations of a comprehensive theoretical model that disentangles the complexities and the dynamics of how strategically-oriented HRM interventions could help an organization redirect its employees’ competencies into innovation and entrepreneurial capabilities to generate a competitive advantage in an ever-changing business environment. Future research should emphasize mainly on multiple case study approaches and ethnographic methodologies for the sake of result generalizability and holistic understandings.
Practical implications
This research draws significant conclusions for SMEs to cope with the change and the fierce competitive dynamics affecting current business environments. To consolidate and further develop their strategic positioning, this research suggests that SMEs could leverage distinctive individual and group competencies, through strategically aligned HRM actions and investments, to foster learning and generate entrepreneurially-oriented cultural values and management style conducive to innovation, performance and competitive advantage.
Originality/value
This research offers integrated and holistic views of how HRM practices affect organizational performance while leveraging on learning to create the necessary cultural and managerial conditions for corporate entrepreneurialism. This research builds on both theoretical propositions and empirical evidence to lay the foundations of a comprehensive model linking HRM practices, entrepreneurial orientation and firm performance. From a practical perspective, the research findings suggest new human resource developmental venues while placing much emphasis on the value of creating the innovation-driven managerial culture and fostering entrepreneurially-oriented attitudes to achieve better performance results.
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Gamal Mohamed Shehata, Mohammed Abdel-Hakim Montash and Mohamed Raafat Areda
The main purpose of this paper is to investigate the relationships among a set of human resources management (HRM) practices, entrepreneurial traits (ET) and corporate…
Abstract
Purpose
The main purpose of this paper is to investigate the relationships among a set of human resources management (HRM) practices, entrepreneurial traits (ET) and corporate entrepreneurship (CE) in an emerging market such as the Egyptian one.
Design/methodology/approach
This research is explanatory in nature where it explains the causal relationships between the variables. Data was collected from 230 human resources (HR) managers and professional serving in top Egyptian financial institutions. Data was analyzed using structural equation modeling with relevant goodness-of-fit statistics.
Findings
The results of this study indicate that HRM practices have significant impact on the development of ET of personnel currently operating in the Egyptian financial institutions. Besides, the results confirm the effect of HRM practices on ET, which in turn have significant impact on CE.
Practical implications
This research provides an appropriate direction for HR managers on how to best design HR programs directed toward the development of strong CE orientation. It also highlights the core ET needed to enhance CE in emerging economies. The validated hypothetical relationships of this model serve as the baseline for those managers to plan, execute and measure the consequences of those HRM programs.
Originality/value
Although HRM is widely considered as a critical driving force for CE, there is a remarkable scarcity of empirical research examining the role of ET. The conceptual model tested in this research typically deepens both HRM scholars and managers’ understanding of how they can best connect HRM practices to ET and CE in emerging economies. The findings of this study open the door for a new venue of research in the HRM area of study, particularly in emerging markets that search for a fast-growing rate of economic prosperity. The findings of this study lend support for HRM as an antecedent to CE rather than vice versa.
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Daniel F. Twomey and Drew L. Harris
The resource view of strategy holds internal resources as a source of unique and inimitable competitive advantage. This strategic perspective, applied to Human Resource Management…
Abstract
The resource view of strategy holds internal resources as a source of unique and inimitable competitive advantage. This strategic perspective, applied to Human Resource Management (HRM), suggests that aligning HRM sub‐systems with a strategy will produce behaviors and outcomes consistent with the strategy. A current popular strategy attempts to foster intrapreneurial behavior among employees by seeking breakthrough performance and product innovation. A survey of corporate executives shows that infusing HRM sub‐systems with entrepreneurial thrusts will produce more intrapreneurial behaviors and greater organization outcomes.
Gary J. Castrogiovanni, David Urbano and Joaquín Loras
This article seeks to analyse the human resource management (HRM) practices adopted in small and medium‐sized enterprises (SMEs) for promoting corporate entrepreneurship (CE) in…
Abstract
Purpose
This article seeks to analyse the human resource management (HRM) practices adopted in small and medium‐sized enterprises (SMEs) for promoting corporate entrepreneurship (CE) in the Spanish context. The specific objectives of the inquiry revolve around two main research questions: What HRM practices are most beneficial for promoting CE in SMEs? How do HRM practices promote an appropriate working environment for CE in SMEs?
Design/methodology/approach
The idea of human resource practices as a key resource is analyzed in the framework of a broader perspective of strategic management known as the resource‐based view of the firm. Additionally, literatures concerning CE and HRM in small firms are integrated and reviewed. The empirical study is carried out by adopting a multiple‐case study approach.
Findings
Evidence shows that the creation of personal relationships and the development of an open communication between owner‐managers and employees, and among employees themselves, can help to explain the dynamics of entrepreneurial behaviors within small firms. The openness in the communication is important, not only for promoting CE activities, but also for creating the most appropriate work environment to carry out other resource management practices that stimulate entrepreneurial behaviors.
Originality/value
This study integrates the research on CE and HRM practices in a field of study rarely analyzed, such as Spanish SMEs. The approach shows that there is sound evidence supporting the importance of analyzing the factors leading to the emergence of CE, including intangible resources such as the human resource practices that increase the employees' entrepreneurial attitudes.
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This study aims to investigate whether big data enabling (BDE) and empowerment-focused human resource management (EHRM) can effectively promote employee intrapreneurship and their…
Abstract
Purpose
This study aims to investigate whether big data enabling (BDE) and empowerment-focused human resource management (EHRM) can effectively promote employee intrapreneurship and their effects on platform enterprises’ innovation performance. The paper also examines the contexts under which employee intrapreneurship may affect business performance.
Design/methodology/approach
Data were collected from 155 platform enterprises in China in the form of questionnaires. Participants were mainly middle and senior managers with a comprehensive grasp of the enterprises’ information.
Findings
The results indicated that BDE, EHRM and their synergy positively influenced employee intrapreneurship, which could potentially extend to enterprise performance. Specifically, employee intrapreneurship played a partial mediating role between BDE, EHRM and performance, and a whole mediating role between synergy and performance. Finally, platform strategic flexibility played a positive moderating role between employee intrapreneurship and performance.
Practical implications
Platform enterprises should focus on the construction and utilization of big data and EHRM to stimulate organizational vitality. They also need to encourage employees to start businesses and build more flexible strategies to adapt to the dynamic economic environment.
Originality/value
This is an empirical study on the effect mechanism of big data and HRM on employee intrapreneurship and platform enterprises’ performance in China. The paper combined big data, HRM and employee intrapreneurship, which broke through the previous research on enterprise entrepreneurship and social entrepreneurship. The findings guide platform enterprises to stimulate organizational vitality and achieve better performance in the digital era.
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