The adoption of high‐involvement practices and processes in emergent and developing firms: A descriptive and prescriptive approach

Abstract One of the most pressing challenges entrepreneurs face is how to do more with less. More often than not, thesolution lies in the human resource component of the venture. As such, it is important that entrepreneursunderstand how practices and processes designed to tap the knowledge, skills, and abilities of their employees canlead to greater productivity and performance. This article develops prescriptive arguments to implicate thatadoption of involvement practices and processes by entrepreneurs early in the organization's life may extenddesired stages such as growth, or may delay or negate unwanted stages such as maturity and decline. © 2004 Wiley Periodicals, Inc.