Human resource management practices and corporate entrepreneurship: an empirical assessment from the USA

In this article, the relationship between human resource management and corporate entrepreneurship is assessed. The underlying nature of entrepreneurship is examined and the core dimensions of an entrepreneurial orientation are identified. Based on current classification schemes of HRM-related practices, an assessment is made of practices that facilitate rather than constrain entrepreneurial behaviour, and research hypotheses are generated. Results are reported of a cross-sectional survey of firms in which these hypotheses are tested. Conclusions and implications are drawn for managers, and suggestions are made for further research.     

Leveraging entrepreneurial ecosystems as human resource systems: A theory of meta-organizational human resource management

Entrepreneurs require human resources to establish and scale their ventures; however, constraints often prevent entrepreneurs from investing in formal human resource systems. How entrepreneurs overcome human resource challenges by leveraging their entrepreneurial ecosystems as informal inter-organizational talent management systems has been overlooked by scholars. We propose a model of entrepreneurial ecosystem human resource management, theorizing that ecosystem participants collectively perform the human resource management function for entrepreneurship communities. Drawing from economic rents theory, we explain how entrepreneurial ecosystems encourage a form of meta-organizational human resource management that allows ecosystem participants to coordinate talent acquisition, learning and development, performance management and rewards, and retention. Coordinated entrepreneurial ecosystems improve entrepreneurial performance by sourcing talent, onboarding selected members, enculturating ecosystem values, developing entrepreneurial skills, and retaining human resources, which in turn generates rents. We discuss how our theory catalyzes research at the HR and entrepreneurial ecosystems interface and reveals insights for practitioners.     

The impact of human resource management practices and corporate entrepreneurship on firm performance: evidence from Turkish firms

This paper outlines the important role of human resource management practices with a link between corporate entrepreneurship and firm performance. Data were collected from a survey of 124 firms operating in different industries in Turkey. The findings of this study indicated that human resource management (HRM) practices partially mediated the relationship between corporate entrepreneurship and firm performance. In other words, corporate entrepreneurship affects firm performance, both directly and through its effects on HRM practices. In addition to corporate entrepreneurship, it is found that HRM practices explain a significant level of additional variance (9 per cent) in firm performance. The theoretical and managerial implications are discussed.     

International entrepreneurship and the small business

The topic of ‘international entrepreneurship’ is becoming increasingly popular with researchers concerned with examining how international and entrepreneurial activities intersect when people in organizations engage in pro-active brokering and risk-taking behaviour in cross-border contexts. Some caution is needed in over-generalizing the meaning and significance of international entrepreneurship – especially in relation to small businesses. Not all entrepreneurial risk-taking, brokering and opportunity-seeking activities lead to internationalization (as the statistics on small business international activities indicate). This might suggest then that the only truly internationally entrepreneurial firms are those that are ‘born global’. However, their entrepreneurial activities are more ‘spatial’, concerned with what can be constructed again in relation to global markets rather than in relation to the local/regional context in which the business is located. For small firms that internationalize a few years after start-up (late starters), processes of international entrepreneurship are different. For ‘later starters’, international entrepreneurship is distinctive in that it is characterized by extending and modifying entrepreneurial understandings and practices that have been socially constructed in relation to the local and regional context in which the small firm is located.     

Resources and bridging: the role of spatial context in rural entrepreneurship

This article contributes to the emerging discussion on the role of context in entrepreneurship as well as the development of theorizing on rural entrepreneurship. It does so by exploring the role of spatial context for rural entrepreneurs. Through a case study of 28 ventures, two modes of spatializing rural entrepreneurial activities are identified in the form of resource endowments and spatial bridging. Additionally, we develop a typology of rural entrepreneurs, which captures hitherto unexplored heterogeneity within this group of entrepreneurs. Spatial context is found to be of considerable significance to the rural entrepreneurial process and hence this study contributes to a micro-level understanding of place-specific entrepreneurial practices and the non-local circulation of value that can enrich local economies.     

A comparative analysis of corporate entrepreneurial orientation between selected firms in the Netherlands and the USA

Firms in turbulent or fast-changing environments must continually innovate to remain competitive. This study examined how a firm's strategic management practices influence its entrepreneurial behaviour as compared to an international competitor. Four firms in the Netherlands were each matched with a key competitor in the USA. Several survey measures related to the strategic management process were used along with an instrument related to corporate entrepreneurship practices. Both managers and employees participated in the study. Results revealed significant differences between the Netherlands firms and the US competitors in entrepreneurial orientation. Results also supported these comparative differences along three key dimensions of strategic management as they relate to corporate entrepreneurship. The final set of data revealed a relationship between corporate entrepreneurship and three measures of firm performance. The implications focus upon the key role that culture may play in facilitating corporate entrepreneurship and adaptable organizational practices. Suggestions for further research are also made.     

Sport-based entrepreneurship: towards a new theory of entrepreneurship and sport management

The entrepreneurship and sport management disciplines have grown significantly in the past decade. Sport is an entrepreneurial process as innovation and change are key elements of sport. The aim of this paper is to develop a theory of entrepreneurship in sports management by investigating the relationship between entrepreneurship and sport. The rapidly growing and developing sport marketing discipline provides a basis in which to understand how entrepreneurship occurs through innovation, proactiveness and risk taking activities. This paper discusses the connection between the entrepreneurship and sports management fields and argues that there needs to be more integration with the two fields of study and traditional entrepreneurship theory. A theory of sport-based entrepreneurship is developed and different types of entrepreneurship that occur in sports management are examined. Suggestions for future research and implications for practitioners are discussed.     

‘And now I’m free’: Women’s empowerment and emancipation through entrepreneurship in Saudi Arabia and Sweden

Critical perspectives have called for the study of women’s entrepreneurship as a route to social change. This ‘social turn’ claims women are empowered and/or emancipated through entrepreneurship with limited problematisation of how these interchangeably used concepts operate. Using an institutional perspective in combination with a narrative approach, we investigate women entrepreneurs’ life stories on their ‘road to freedom’ where entrepreneurial activity enables them to ‘break free’ from particular gendered constraints. Through juxtaposing women’s narratives in the contexts of Saudi Arabia and Sweden, the relationship between empowerment and emancipation is disentangled and (re)conceptualised. The findings distinguish between empowerment narrated as individual practices to achieve freedom for the self within institutional structures and emancipation as narrated as a wish to challenge and change structures of power and reach collative freedom. The yearning for collective emancipation propels women’s stories of entrepreneurship by raising expectations for entrepreneurship as a vehicle for institutional change. Such stories may fascinate and inspire others to engage in entrepreneurial endeavours to become empowered, but whether they reach emancipation remains an empirical question to be answered. The performative dimension of entrepreneurial narratives is, however, their ability to turn emancipation into an (un)reachable object of desire, with a quest for even more individual empowerment and entrepreneurial activity, at the same time excluding other forms of human conduct as conducive for change.     

Small entrepreneurial ventures culture, change and the impact on HRM: A critical review

Effective management of people is increasingly recognized in the literature as a vital contributor to organizational performance and indeed survival. Nevertheless, studies of the dynamics of human resource management in small entrepreneurial ventures are relatively sparse. In this paper we draw upon a range of behaviourally-informed research publications to demonstrate that a culture of owner-influenced individualism and informality pervades these ventures, affecting prime human resource issues such as performance related practices, training and development, work–life balance and other critical dimensions of employee welfare. A preference for informality and an absence of strategy to inform owner–employee relations sits uneasily alongside growing political pressures toward codification of the management of employees in small entrepreneurial ventures. The response to these pressures may have significant implications both for relationships with employees and for organizational performance.     

Strategic human resource management and inertia in the corporate entrepreneurship of a multinational enterprise

Abstract

Corporate entrepreneurship (CE) supports sustained competitive advantage through the continuous exploration and exploitation of new sources of knowledge. With an emphasis on combining knowledge in new configurations, strategic human resource management (HRM) activities are core to these entrepreneurial endeavours. We explore how strategic HRM activities may facilitate and impede CE through a rich, qualitative case study of three local entities within a business unit of a large multinational enterprise facing business stagnation and low levels of corporate entrepreneurship. Responding to a call for more empirical research that probes the subtle and complex interactions between HRM activities and other organisational factors affecting CE, we identify a configuration of inter-dependent factors that mutually reinforce each other and sustain inertia in corporate entrepreneurship. We also make two novel contributions to theory by (1) elaborating the links between organisational process-orientation, strategic HRM and CE; and (2) refining to our current understanding of human competencies for CE.     

An analytical model for human resource management as an enabler of organizational renewal: a framework for corporate entrepreneurship

This article presents the development of a model of types of work based on organizational theory. It analyzes the different characteristics of work and efficient forms of Management, and joins all these aspects together in terms of corporate entrepreneurship. Organizational theory provides the instruments needed to manage work, the causes that make decentralization desirable and the technical, social and institutional mechanisms for its control. The literature on corporate entrepreneurship provides material for forms of discovery or creation of opportunities based on accumulated experience in the firm, on the collective relationships linked to entrepreneurship and on the way in which resources are managed. This article contributes to existing knowledge by systematically addressing these two fields, showing how the instruments that allow for the efficient management of work are the same as those necessary for corporate entrepreneurship and how the efficient management of work is a prerequisite and an enabler of entrepreneurial activity.     

Capital Is Not Enough: Innovation in Developing Economies

Economic development and social entrepreneurship often conceive of poverty as a resource allocation problem in which a lack of capital prevents the poor from increasing their income through entrepreneurship. This allocative view, however, represents only one possible approach to conceptualizing entrepreneurial opportunity. The alternative discovery‐ and creativity‐based views place a greater emphasis on innovation which implies that superior ideas are also needed if poverty is to be reduced through firm performance. Drawing from a survey of 201 small business owners involved in a microcredit programme in Nairobi, Kenya, we find that the financial, social, human capital–performance relationships are mediated in part by innovation. Further, we find that differentiation‐related innovations lead to better firm performance than novelty‐related innovations.     

Creating space for play/invention – concepts of space and organizational entrepreneurship

This paper focuses on how one can relate management thinking/practices to entrepreneurial processes in the context of formal organization. In order to do this we develop a number of related ‘spatial concepts’ providing us with the possibility of describing entrepreneurship as a ‘creation and use of space for play/innovation’. Using concepts of space, the managerial and the entrepreneurial dimensions and perspectives on organizing creativity become highly visible in the case studied. This is a field study (within the ethnographic tradition) focusing on an organizational transformation of a former public authority into a competitive limited company. A distinction between managerialism and ‘entrepreneurship as event’ is proposed as conceptually fruitful as well as useful for discussing recommendations to managers for how to handle entrepreneurial processes. A minimal and contextual role for management is suggested when aspiring to support the creations of space for play/invention, for example, for entrepreneurship as forms of organizational creativity.     

How effective human resource management promotes corporate entrepreneurship: evidence from China

Strategic human resource management (SHRM) represents a set of HRM practices that are aligned with firm strategies. The relationship between SHRM and organizational performance has been extensively examined; however, whether and how SHRM influences corporate entrepreneurship remains unknown. Based on the resource-based perspective, this study examined a model linking SHRM with corporate entrepreneurship. The importance of HRM people's political skill for a firm's development of devolved management through SHRM implementation was also examined. Data from a survey of 201 Chinese manufacturing firms confirm a significant relationship between SHRM and corporate entrepreneurship and that the relationship is partially mediated by a devolved management style. The relationship between SHRM and devolved management was shown to be stronger for firms with more politically skillful HRM people.     

Resources,Capabilities and Entrepreneurial Perceptions*

abstract We review and develop a subjectivist theory of entrepreneurship that focuses on individuals, their knowledge, resources and skills, and the processes of discovery and creativity, which constitute the heart of entrepreneurship. First, we establish the fundamental importance of subjectivity in entrepreneurial discovery and creativity. Second, we build on Penrose (1959 ) to elaborate how entrepreneurs' perceptions and personal knowledge shape a firm's subjective productive opportunity set. Third, we explain that entrepreneurial perceptions and knowledge partly originate from entrepreneurs' experiences in specific business settings such as the firm, the management team, and the industry. Fourth, we highlight the causal connections between subjectivity in entrepreneurship and observed heterogeneity in firm‐level economic performance. Lastly, we suggest directions for further advancing a subjectivist resource‐based approach to future entrepreneurship research.     

A comparative study of net entrepreneurial productivity in developed and post-transition economies

The paper develops net entrepreneurial productivity (NEP) as a complex latent construct of second order composed of productive, unproductive and destructive entrepreneurial activity. Its parameters were estimated using the partial least squares structural equation modeling method in the selected 15 developed and 7 post-transition economies for the average values in the period 2006-2013. The results unveil the direct and indirect effects between entrepreneurial activities, and between entrepreneurial activities and NEP, as well as that the level of NEP and productive entrepreneurial activity in developed economies is at a higher level compared with post-transition economies. The results suggest that for NEP and productive entrepreneurship to take place, regardless of the group of economies considered, an effective institutional environment that supports human capital development, fair competition and transparency should be established and maintained before developing more specific entrepreneurial programs and policies.     

创办“创业管理”专业,探索高职创业教育新路

虽然创业教育在我国高校已开展了10多年,但我国的创业教育水平仍然处于初级阶段,大学生的创业比例与创业成功率还很低。为此本文提出创办"创业管理专业",并从创业管理专业设置的必要性、高职学生创业项目分析以及创业管理专业开设的课程等三个方面进行了研究。     

Exploration,exploitation and human resource management practices in cooperative and entrepreneurial HR configurations

Human resource (HR) practices for selection, performance appraisal, performance–compensation linkage and training are found to be less formalized in entrepreneurial HR configurations (exploratory) than in cooperative HR configurations (exploitative). Although less formalization may support more flexibility and improvisation, it was found to have the disadvantage of reducing process transparency, developmental feedback, performance–compensation linkage strength and the amount of training available. These findings are consistent with theories of exploration and exploitation, with their extensions to human resource management and leadership, and the view that HR systems and practice should be varied in light of the organizational processes to which they are being applied.     

Filipino ethnic entrepreneurship: An integrated review and propositions

With a large percentage of its population as overseas workers or emigrants, a number now in the millions and likely grow even larger, an examination is appropriate of the entrepreneurial challenges and opportunities faced by emigrants from the Philippines. This study explores the factors that shape entrepreneurship among emigrants in general and, in particular, among Filipinos in the United States of America. Integrating literature from a variety of sources relating to the migration of Filipinos and the creation and management of new ventures by ethnic entrepreneurs in the United States, it proposes a general model of ethnic entrepreneurship, develops propositions relating to the propensity of Filipino emigrants to establish entrepreneurial ventures, and concludes with suggestions for future research.