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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.

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.

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.

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.

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.

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.

This study is dedicated to critically analysing research addressing human resource management (HRM) and the adoption of artificial intelligence (AI) with the purpose of driving development in the field of human resources (HR) at the strategic and managerial level.

A systematic literature review (SLR) was conducted using the Scopus database, which gathered 61 articles between 2002 and 2022. The SLR process has the potential to, in addition to generating knowledge and theories, support and guide policy development and practice in many disciplines.

The results of this study allowed the author to identify three main conclusions: (a) there are four thematic clusters – (i) Strategic HR and AI, (ii) Recruitment and AI, (iii) Training and AI and (iv) Future of work; (b) there is a growing academic interest in studying the implementation of AI to develop the HR sector and (c) the application of AI stands out in the strategic HR and AI cluster as a means of achieving profit maximisation and the overall development of the organisation.

This study is the first SLR to present a strategic and managerial view on AI applications associated with specific HRM dimensions. The study is also the first SLR to identify key trends in the literature, drivers and obstacles to the development of AI in HRM and then place them within the landscape of positive and negative approaches in a framework. Also, as a contribution, the study has practical implications for HR managers and practitioners in adopting AI as a decision support in the area's processes.

The purpose of this paper is to examine the importance of strategic human resource development (HRD) in small and medium‐sized enterprises (SMEs) with specific reference to key issues around training, development and education as well as an emerging issue of significance, age diversity management.

The approach undertaken in the paper is to draw upon relevant literature and research as well as the authors' own analysis of the relationship between strategic human resource management (SHRM), HRD and SMEs based on prior research.

The findings of the research and analysis is that SMEs which take a strategic approach to training and development of their human resources will profit not only from a competitive position in their marketplace but also be well placed to adjust to changing and often uncertain external influences on the business environment presented to organisations in the twenty‐first century.

It is envisaged that SMEs should make changes to their current practices and adopt a more strategic approach to the development of their people based on the practical implications outlined within the paper as to how organisations can implement HRD practices linked to broader corporate strategy.

The paper adds value in broadening the existing focus of SHRM and HRD on large corporations to engendering the need to also develop good HRD practices within emerging and growing SMEs and recognising the important role that they can play in developing an age diverse workforce.

This monograph reports on the strategic and operational roles of learning and development (L&D) professionals in Irish, UK European and US organisations including multinational corporations, small to medium enterprises, the public sector and not for profit organisations. This paper aims to investigate the contextual factors influencing L&D roles in organisations, the strategic and operational roles that L&D professionals play in organisations, the competencies and career trajectories of L&D professionals, the perceptions of multiple internal stakeholders of the effectiveness of L&D roles and the relationships between context, L&D roles, competencies/expertise and perceived organisational effectiveness.

The study findings are based on the use of multiple methods. The authors gathered data from executives, senior managers, line managers, employee and L&D professionals using multiple methods: a survey (n = 440), Delphi study (n = 125) and semi-structured interviews (n = 30).

The analysis revealed that L&D professionals increasingly respond to a multiplicity of external and internal contextual influences and internal stakeholders perceived the effectiveness of L&D professionals differently with significant gaps in perceptions of what L&D contributes to organisational effectiveness. L&D professionals perform both strategic and operational roles in organisations and they progress through four career levels. Each L&D role and career level requires a distinct and unique set of foundational competencies and L&D expertise. The authors found that different contextual predictors were important in explaining the perceived effectiveness of L&D roles and the importance attached to different foundational competencies and areas of L&D expertise.

This is one of the few studies to have investigated the L&D professional role in organisations from the perspective of multiple stakeholders using multiple research methods.

The purpose of this paper is to clarify the attention to the elements of human resource strategic management that can promote motivation of employees of knowledge-based institutions for developing corporate entrepreneurship.

This study is considered as an empirical one in terms of objective, and its research methodology is descriptive-correlative type. More specifically, structural equation modeling was used for data analysis.

The findings demonstrate that promotion of skill and knowledge levels of people, as an operational strategy in the development of human resource in knowledge-based institutions, increases the demand for job promotion and enhances employees’ motivation in corporate entrepreneurship. On the other hand, organizational culture moderate the relationship between human resource management and corporate entrepreneurship.

This paper fulfills an identified need to study the relationship between human resource management and corporate entrepreneurship. The manuscript creates a paradigm for future studies of the evolution of corporate entrepreneurship and human resource management.

The purpose of this paper is to explore different levels of line manager perspectives, namely strategic and first‐line on their role in human resource management (HRM) and human resource development (HRD), and to identify enablers of and barriers to devolving HR to line managers.

Using a deductive approach, case study data was collected from 76 hotels, owned by Hilton UK, via self‐administered questionnaires to strategic and first‐line managers. Descriptive statistics were used to analyse the quantitative results, prior to significance tests being conducted in SPSS to identify differences in means based on managerial positions.

A number of points of divergence in opinions are revealed, implying that there is potential for the case organisation to secure greater engagement of its first‐line managers in HR roles. Reducing the workloads and short‐term job pressures of these managers, together with capitalising on the good relations with the hotel HR specialists are means to develop greater engagement. Importantly, improving all line managers’ understanding of the organisational basis of their involvement in HR may bolster their performance in HR activities.

This paper offers a fusion of two theoretical perspectives (HRM and HRD), in addition to identifying differences in perceptions of two different levels of line managers.

Revisits the literature on strategic human resource development (SHRD) in the context of Garavan’s work on the characteristics of SHRD. A conceptual framework is constructed that redefines SHRD stressing a shaping rather than supporting role for HRD in relation to corporate strategy. The concept of strategic maturity in HRD is examined linking the work of Garavan; Lee and McCracken; and Wallace. The resulting model of strategic maturity is then analysed empirically using data from a major questionnaire and interview survey. A new model of strategic partnerships in HRD is then proposed.

Purpose: Talent management and in particular strategic talent management (STM) has emerged as an important issue for hospitality organisations worldwide. In this chapter, we address some of the complexities evident in hospitality organisations in relation to the practice of STM, the types of internal and external STM issues that arise and both the research and practice implications of pursuing STM in hospitality organisations.

Methodology/Approach: This chapter presents a review of the literature on the wider topic of STM, with particular focus on the integration of issues and themes identified in the hospitality management literature related to STM perspectives.

Findings: We find that STM is a topical issue for hospitality organisations irrespective of size, complexity, or geographic location. However, research that explicitly addresses STM in hospitality is nascent leaving many unanswered questions. The notion of what constitutes STM is shaped by the complexities and values of the hospitality industry itself and its meaning is not necessarily the same as in other industry contexts. However, as yet we do not have sufficient insights to reach conclusions as to what STM truly looks like in hospitality organisations.

Research Implications: Here, we add to the literature, highlighting the need for more research on the many dimensions of STM in hospitality organisations including its antecedents, processes, and outcomes and the extent to which it is different in hospitality organisations compared to multinational corporations and public sector organisations.

Practical Implications: We highlight a number of practical implications around roles, processes, practices, and skillsets to utilise a strategic approach to talent management in hospitality organisations.

Originality/Value: This chapter continues the debate as to the role of STM in hospitality organisations as well as providing a more focussed agenda for both future research and practice. We also analyse and critique the internal and external forces and pressures that shape STM in hospitality organisations.