Strategic human capital management in SMEs: An empirical study of entrepreneurial performance

How can human resource management (HRM) practices promote entrepreneurial performance in small and medium‐sized enterprises (SMEs)? This article discusses the association between human capital management (HCM) and other contemporary HRM practices and the ability of SMEs to be entrepreneurial. In a s...

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Bibliographic Details
Published in:Human resource management 2003-12, Vol.42 (4), p.375-391
Main Author: Hayton, James C.
Format: Article
Language:English
Subjects:
Behavior
Competition
Competitive advantage
Costs
Employees
Entrepreneurs
Flexibility
GNP
Gross National Product
Human capital
Human resource management
Hypotheses
Innovations
Organizational change
Small & medium sized enterprises-SME
Studies
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Summary:How can human resource management (HRM) practices promote entrepreneurial performance in small and medium‐sized enterprises (SMEs)? This article discusses the association between human capital management (HCM) and other contemporary HRM practices and the ability of SMEs to be entrepreneurial. In a study of 99 SMEs, HRM practices that promote employee discretionary behavior, knowledge sharing, and organizational learning are found to be positively associated with entrepreneurial performance. Two contingencies are also identified for this relationship. First, the use of strategic HCM practices enhances the observed positive association. Second, these relationships are strongest for SMEs operating in high‐technology industries. © 2004 Wiley Periodicals, Inc.
ISSN:0090-4848
1099-050X
DOI:10.1002/hrm.10096