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The purpose of this paper is to analyse how the strategy formation process takes place studying the relevance of the integrative perspective and the use of the variables rationality, implication and vision, and verifying the relationship between an integrative strategy formation process and the management of work and the consequences of this relationship in terms of performance.

The paper adopted a qualitative methodology, specifically a simple case analysis, following a six‐stage process: establishing the research objectives, the theoretical research framework, unit and the level of analysis, selecting the study cases and a pilot case, and ellaborating the protocol for the case study analysis.

An integrative strategy formation process that combines with certain equilibrium rationality and emergence facilitates a more effective management of work, specifically of complex work. When the organisation permits a greater degree of participation, it is facilitating an improvement in organisational results (particularly with respect to professional works – administrative or engineering that add more complexity).

The paper highlights the importance of the fit between an integrative strategy formation process and the management of different types of work, considering that a better fit drives to better results.

This paper aims to determine factors that have an influence on human resource management and entrepreneurial success in the context of European innovative small and medium‐sized enterprises (SMEs).

A primary test questionnaire was tested with 50 Spanish entrepreneurs. The feedback from this study was used to improve the survey for a final test. Multivariate regression analysis was used to differentiate the factors that allow the explanation of the variables to be studied and factors that, a priori, seem to be the most relevant in explaining entrepreneurial success.

The study allows the determination of what factors make the European entrepreneur successful on his or her business.

Limitations are the sample used in the study and the magnitude used to analyse entrepreneurial success. Future research on the topic of the paper can develop and qualify the variables used.

European innovative small and medium‐sized enterprises (SMEs) are analysed from countries belonging to the European Union to determine the factors that have an influence on human resource management and entrepreneurial success. The results of the paper serve as a tool to develop a model to predict relevant factors of entrepreneurial activity and which have implications for development policy makers and for entrepreneurs.

The aim of this paper is to introduce the special issue on “Human resource management and corporate entrepreneurship”.

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.

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.

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.