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The purpose of this study is to examine the contribution of sharing knowledge processes aimed at promoting innovation in small businesses.

The empirical study was conducted in Israel on a sample of 202 businesses in face-to-face interviews.

The study demonstrated that small businesses in the industry sectors that seek to promote innovation must implement processes for sharing knowledge. Interestingly, these processes contribute mainly to product, marketing and organizational innovation and less to process innovation.

The study may contribute in a practical manner to assisting small businesses in the development and implementation of appropriate sharing knowledge processes for promoting innovation, and as a result, contribute to overall economic growth.

This study enriches the body of knowledge on managerial processes and on sharing knowledge processes for promoting innovation in this group of businesses, which has rarely been the focus of studies on innovation. The use of face-to-face interviews as a research tool facilitated obtaining knowledge that is generally not readily accessible.

The purpose of this study was to examine the contribution of organizational culture processes aimed at promoting innovation in small businesses

The empirical study was conducted in Israel on a sample of 202 businesses in face-to-face interviews.

The study demonstrated that small businesses in the industry sectors that seek to promote innovation must implement processes for developing an innovation culture. Interestingly, these processes contribute mainly to product and process innovation and less to marketing and organizational innovation.

The study may contribute in a practical manner to assisting small businesses in the development and implementation of appropriate organizational culture processes for promoting innovation, and as a result, contribute to overall economic growth.

This research expands the body of knowledge on organizational culture processes for promoting innovation in this group of businesses, which has rarely been the focus of studies on innovation. The use of face-to-face interviews as a research tool facilitated obtaining knowledge that is generally not readily accessible.

The purpose of this paper is to study the funding difficulties of innovative SMEs in traditional sectors (ISTS) and asks whether current conditions represent a financing market failure.

The study explores the financial tools available in Israel and their relevancy to ISTS by conducting in-depth interviews with different key figures in the financial industry. These include managers at venture capital (VC) funds, banks, private equity (PE) funds, mezzanine funds, as well as officials from the public sector.

In this study the authors identify the existence of a market failure relating to the funding of ISTS and suggest that the current VC, PE and mezzanine fund models cannot provide adequate financing solutions for ISTS in Israel.

In light of the importance of these firms to the economy, governmental intervention is required, if more innovative activity of ISTS is desired. To this end, the study proposes a funding scheme that addresses the special needs of these companies.

The study contributes to the literature by focussing specifically on the challenges of ISTS and by using a qualitative approach to analyzing the relevancy of different financial mechanisms to their needs.

The purpose of the paper is to explore HRM practices and HRM-performance (HRM-P) link in public and private sector organizations across three societal clusters: the Anglo, the Germanic, and the Nordic European.

The article is based on international Cranet HRM survey data collected from large private and public organizations.

According to results, HRM is more advanced in private companies than in public sector organizations, even across three societal clusters. Instead, the analyses related to HRM-P link in private and public organizations refer to interesting similarities but also differences between organizational sectors (public versus private) and societal clusters.

The main limitation is retaining in those performance indicators that are applicable in both private and public organizations: subjective measures of productivity and service quality, only. Performance measures relevant especially in the public sector (e.g. qualitative targets, attaining budget frames) were not available, and the operationalization of HRM as an index covering the main areas of HRM may have reduced differences between public and private organizations. More in-depth research designs are needed in public sector HRM-P research.

The paper contributes to HRM-P research by showing that the level of HRM and the HRM-P relationship varies to some extent according to sector and across Western societal clusters.

This paper examines and discusses the developments in the field of career management, bringing in the international perspective. In particular, the paper explores career management practices in 108 Indian organizations. A factor analysis procedure suggested five groups of practices: formal planning, formal active management, developmental, career stages and assessment. These are found to be associated with certain organizational and cultural characteristics. The research has both theoretical and practical implications.

This article outlines a comprehensive portfolio of HRM practices which can be conducted by organizations to plan and manage employees’ careers. The reader is provided with a systematic presentation and critical examination , rooted in both theory and practice, of a range of career management techniques, activities, and programmes. Each career practice is referred to, relating to the way it may be used by organizations in the coming 2000s. It also takes a further step to integrate these practices as a comprehensive organizational framework. Thus the article can serve as a basis for developing a strategic organizational career management system within HRM.

Predicting leadership demonstrates how assessment centers can be designed to meet the extended goals of assessing three broad‐based and particularly critical indicators of hospitality leadership effectiveness: the ability to respond to change, the ability to foster trust, and the ability to create inclusive work environments.

A literature review reveals the most critical hospitality leadership needs in times of rapid and continuous change, and supports the assessment center approach as a means of judging key leadership competencies. The steps involved in developing a center to assess three particularly critical leadership competencies are outlined and challenges noted.

The assessment center is shown to be a valuable means of both assessing and predicting leadership talent beyond the scope normally associated with this method.

Assessment center methods can be extended to accomplish the organization's most important goal – preparing for, and responding to, future leadership requirements.

The paper is of value to both academic and practitioner readers interested in leadership development. It provides a rationale and practical guide for assessment center design and implementation.