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In this study, the authors examine the effects of commitment‐based human resource management practices on the performance of small businesses. These effects are examined through the mediators of employee involvement and quit rates. In addition, they contribute to arguments that the effect of human resource management practices on performance takes place through the establishment and support of exchange relationships with employees. Using responses from CEOs and employees of small businesses, their results indicate that human resource practices in small businesses that are based on leaders' views of employee commitment are positively related to revenue growth and perceptions of performance. Further, the authors found that employee involvement and quit rates mediate these relationships. 相似文献
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In this article, we use Snell & Morris' (2021) new HR ecosystem framework to empirically examine strategic fit and alignment tensions for knowledge-intensive organizations and professional knowledge workers. Rich data were collected through in-depth interviews with 75 members of faculty engaged in knowledge-intensive work for Business and Management Schools (B&M), and the analysis of strategy documents. The application of the framework enables us to contribute to dynamic capabilities theory and SHRM in four ways. Firstly, drawing on the findings, we propose an adapted HR Ecosystem framework for analyzing knowledge-intensive organizations, which incorporates tensions across the four subsystems of an HR ecosystem (strategy, capabilities, composition, and cultures). These tensions are shaped by interactions within and between levels (meso, macro and micro) and ecosystems. Secondly, our findings underscore the need for knowledge-intensive organizations to engage with a plurality of collaborative and competing internal and external stakeholder interests, including those of knowledge workers who constitute key organizational stakeholders. Thirdly, our analysis shows how the views and behaviors of internal organizational stakeholders are affected by ecosystem dynamics within and beyond the physical boundaries of an organization. Fourthly, we reveal how conflicting organizational cultures connect with other HR ecosystem subsystems to constrain collegialism and cohesion. By evidencing how knowledge-intensive organizations are in a constant flux of alignment and misalignment, the article demonstrates the value of the HR ecosystem framework in examining and informing SHRM in organizations in other industries. 相似文献
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Clint Chadwick;James P. Guthrie;Xuejing Xing;Shan Yan; 《人力资源管理》2024,63(3):499-516
To operationalize the extent to which firms place a strategic emphasis on human capital and human resource management (HRM), we draw on the strategy field's dominant logic theory and on the emerging literature on executive compensation for the heads of major firm functions, such as HRM. Specifically, we investigate whether the pay of human resource executives (HREs) relative to other members of top management teams (TMTs) is related to firm performance. After controlling for the endogeneity of HRE status as one of the highest paid executives on the TMT, we find in a comprehensive sample of the largest US firms that HRE relative pay is positively related to firm financial performance, specifically Tobin's Q. We also find that the relationship of HRE relative pay with Tobin's Q is stronger in relatively smaller and younger firms in our sample. The findings suggest that a strategic emphasis on human capital and HRM leads to higher firm value. 相似文献
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Corine Boon Rory Eckardt David P. Lepak Paul Boselie 《International Journal of Human Resource Management》2018,29(1):34-67
AbstractHuman capital is an important construct in a variety of fields spanning from micro scholarship in psychology to macro scholarship in economics. Within the various disciplinary perspectives, research focuses on slightly different aspects and levels of human capital within organizations, which may give opportunities for integration. The current paper aims to increase knowledge about human capital within organizations by integrating two streams of research which focus directly on human capital, but have approached human capital in different ways: strategic human capital (SHC), and strategic HRM. We describe both SHC and strategic HRM research streams and propose areas of integration, and directions for future research on human capital in organizations. 相似文献
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Rosemary Batt Mallika Banerjee 《International Journal of Human Resource Management》2013,24(9):1739-1762
Many have argued that the field of human resource (HR) management has successfully transformed itself from the functional orientation of personnel management to a strategic orientation that is more relevant to the goals and effectiveness of business in the current competitive landscape. In this article, we assess that proposition by reviewing almost 1000 award-winning papers and articles published in leading US and British management journals since the mid-1990s. We use this data to evaluate the scope of HR research in the field, the extent to which it has changed, and whether changes in this research have kept pace with changes that organizations face in the current global economy. Consistent with the strategic HR framework, we find that the question of the link between HR and performance has, indeed, become the dominant one among both micro- and macro-organizational scholars. Contrary to expectations, however, micro-level research continues to be more prevalent than macro-organizational studies; and we find little change in the subjects and sites of research or theoretical approaches adopted. These characteristics of HR research are in sharp contrast with the dramatic changes occurring in the world of work – suggesting a mismatch between what HR scholars study and what issues and dilemmas organizations face. Finally, by assessing similarities and differences between the American and British scholarship, we are able to suggest a research agenda, more relevant to the current global economy, which builds on the strengths of each tradition. 相似文献
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《Asia Pacific Journal of Human Resources》2017,55(2):234-254
While some researchers argue that a strong organizational identity guides strategy and provides shared understanding among employees, others argue that it restricts change and makes it difficult for organizations to respond to external environment. In this study, we demonstrate that an organizational identity which is strong enough to foster shared purpose and clarity of vision but still fluid enough not to become restrictive to change is the optimal condition for small organizations. Data collected from 162 small and medium manufacturing businesses in India demonstrates a curvilinear relationship between identity strength and performance, and this relationship is significantly influenced by participatory decision‐making. By utilizing data from a relatively underexplored context of Indian small and medium enterprises, this study attempts to fill a crucial gap in the HRM literature. Implications for theory and HRM practices are discussed. 相似文献
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Human resource (HR) managers’ commitment to their occupation (HR) leads to the proper delivery and implementation of HR practices and, therefore, is deemed as a critical factor for the success of HR practices. Based on sociocognitive, human capital, and signaling theories, this study examines: (a) HR managers’ own and their chief HR officer's (CHRO) HR‐specific human capital as antecedents of their commitment to HR, and (b) the mediating mechanism through which the CHRO’s HR‐specific human capital positively influences HR managers’ commitment to HR. Based on 146 HR managers from 146 organizations in South Korea, the findings of the current study suggest that HR managers with higher levels of HR‐specific human capital and those working with CHROs with higher levels of HR‐specific human capital tend to have higher levels of commitment to HR. In addition, CHROs with higher levels of HR‐specific human capital positively influence HR managers’ commitment to HR by signaling to them that HR and its function are valued and cared about by their organizations. Theoretical and practical implications of this study are discussed along with study limitations and further research directions. © 2015 Wiley Periodicals, Inc. 相似文献
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This study examines the impact of customizing (as opposed to standardizing) human resource management (HRM) practices on subsidiary performance in multinational corporations (MNCs). We examine how this relationship is influenced by environmental uncertainty. Hypotheses were tested using data from 92 subsidiaries of a large MNC operating in 27 countries. The results showed an interactive relationship between the customization of HRM practices and subsidiary environmental uncertainty on both financial (net profit) and nonfinancial (customer satisfaction) objective measures of subsidiary performance. The results of this study provide important empirical insights for researchers and practitioners into how HRM can be best configured to drive multiple performance outcomes for MNC subsidiaries. © 2014 Wiley Periodicals, Inc. 相似文献
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Andrs A. Osorio‐Londoo Julia C. Naranjo‐Valencia Gregorio Caldern‐Hernndez 《Human Resource Development Quarterly》2020,31(2):149-172
This study evaluates the influence of training on competitive strategy implementation, a little‐explored relationship in the strategic human resource literature. Theoretically, this goal is grounded in the resource‐based view of the firm, which postulates that training is a strategic resource. Additionally, contingency theory is adopted herein, in order to understand the ways in which training varies, in accordance with firm strategy. Relationships between training in specific content and Miles and Snow's opposite strategies (prospector and defender) were proposed and subsequently tested in 205 large Colombian industrial companies, through structural equation modeling. Given that prospectors compete via new products and market development, and defenders through operational efficiency, it was found that research‐development, marketing, and sales training support prospector strategy implementation, and that operations management and finance training support defender strategy implementation. The results further indicate that, if training contents are not linked to the correct strategy, they do not support its implementation. In organizational terms, this suggests that training supports strategy implementation, as long as employees are trained in the appropriate content. 相似文献
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This study responds to calls for more in‐depth and qualitative studies, the return to a focus on external factors, and the inclusion of business strategy and industrial relations in human resource management (HRM) research, as well as more research in the retail sector in the Chinese context. We examine the coevolution of the business strategy and HR strategy of Walmart (China) in the last two decades and identify tensions in the context of intensifying competition in the Chinese retail market. We highlight the interactive effect of business and HR strategies through a historical lens. Our study reveals a shift from the original employee‐oriented win–win strategy through rent sharing between the firm and the employees to a win–lose strategy through the introduction of more cost conscious HR policies and practices. Findings of our study challenge the conventional wisdom that firms adopt either the cost or quality strategy and, along with it, the suggestion of matching the quality strategy with employee‐oriented HR policies and practices, and cost leadership with a transactional approach to HRM. We argue a cost and quality business strategy may be adopted, which requires the support of employee‐oriented, rather than cost‐oriented, HR policies and practices. 相似文献
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Randall S. Schuler Peter J. Dowling Helen De Cieri 《International Journal of Human Resource Management》2013,24(4):717-764
The globalization of business is making it more important than ever to understand how multinational enterprises (MNEs) can operate more effectively. A major component of this understanding appears to be the field of human resource management and, in particular, the field of international human resource management (Brewster, 1991; Hendry, 1992; Desatnick and Bennett, 1978; Dowling, 1986; Dowling and Schuler, 1990; Evans, 1986; Evans, 1989; Laurent, 1986; Tung, 1984). The trend over the past few years has been to identify the linkage of human resource management with strategy and offer an understanding of how single country or domestic human resource management can facilitate organizational understanding and effectiveness (Wright and McMahan, 1992). In this article we attempt to extend this line of work into the international arena. We do this by offering a framework of strategic international human resource management (SIHRM). Anchoring SIHRM in the strategic components of MNEs, namely their interunit linkages and internal operations, strategic aspects of international human resource management are described. Using several theoretical bases, numerous propositions are offered. These propositions reflect the single and multiple influence of the strategic components of MNEs and several exogenous and endogenous factors on SIHRM. The intention is to offer a framework that can serve both academics and practitioners in furthering our understanding of strategic international human resource management. 相似文献
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《Journal of Transnational Management》2013,18(3):27-51
ABSTRACT Human resources and human resources management system create competitive advantage in today's global market economy that provides wider access to technology, finance and other resources. HRM research has set a new trend with its linkage process with business strategy and organizational performance to find a place for the profession and add value to the organization. This paper intends to unveil the business strategic models, HRM practices and organizational performance in Indian software companies. The study has found that there is a significant difference among HR practices in software companies in India based on Miles and Snow's strategic types, viz., prospectors, defenders, analyzers and reactors. Although reactors showed their difference from other strategic types, no significant difference was found among three proactive strategic types, viz. prospector, defender and analyzer. With regard to performance analysis, it was found that prospectors have a comparative advantage over other strategic types in almost all performance parameters. Although incentives and stock options have a greater overall impact on performance parameters, there is a lot of difference among factors that influence organizational effectiveness in three proactive strategic types. 相似文献
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This paper presents a model that describes the dynamics of small firm capital acquisition decisions. The model proposes that the primary factors influencing capital acquisition decisions are (1) availability of information, (2) ease of capital acquisition, (3) owner’s goals, and (4) terms of external providers of capital. The paper discusses the relationships between these primary influence variables and capital acquisition decisions. A better understanding of the factors influencing capital acquisition can provide insight into the process by which small firms make capital acquisition decisions. A better understanding of these dynamics can also lead to improved support systems and conditions for small businesses that may be searching for capital. Insight from the model can be useful for business owners, business consultants, and classroom instructors. 相似文献
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《Entrepreneurship & Regional Development》2012,24(1-2):29-51
Entrepreneurship contributes to economic development in countries worldwide. Entrepreneurial activity is beneficial for both men and women, including those in developing countries. However, men and women may not engage in entrepreneurship to the same extent because of differential access to (various forms of) capital. This study examines the relative importance of three types of capital – human, family and financial – in pursuing entrepreneurship. Using data collected in Turkey, we find that regardless of sex, all three forms of capital influence the likelihood of becoming an entrepreneur in varying degrees. Contrary to expectations, the impact of human capital on the likelihood of becoming an entrepreneur is higher for women than men. Data also revealed that family capital facilitates women's entry into entrepreneurship only when family size is very large (i.e. seven or more). No gender differences are observed in the impact of financial capital on the likelihood of becoming an entrepreneur. Findings suggest that to encourage entrepreneurship in Turkey, policy-makers should emphasize access to human and financial capital. Furthermore, findings suggest that women's likelihood of becoming an entrepreneur will be especially encouraged if they have increased access to education, as well as the skills necessary to take advantage of their family capital. 相似文献
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While it is widely accepted that social networks are key to small‐firm success, detailed studies on the specific contribution of owner‐managers’ social competence to learning and performance are scarce. In this article, the importance of owner‐managers’ social competence was explored in a specific, innovative small‐firm sector in the Netherlands: the agri‐food sector. This was done by means of a qualitative (n = 13) and quantitative (n = 556) study. In the qualitative study, the two social competence domains most frequently cited and employed in entrepreneurial workplace learning practices were a social learning orientation and the ability to interact with strategic social partners. The quantitative study illustrated that social competence, overall, influences small‐firm performance significantly. However, the relationships between social competence and small‐firm performance seem to depend on the specific strategies that owner‐managers pursue. In particular, this research supports the idea of social competence being an important driver of success for specific small‐firm strategies and for the ongoing development of existing and new capabilities. As such, it underlines the importance of the capability‐driven approach to HRD in the small‐firm context. This, in turn, has implications for small‐firm support programs. 相似文献
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