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Strategic human capital management in SMEs: An empirical study of entrepreneurial performance
Author(s) -
Hayton James C.
Publication year - 2003
Publication title -
human resource management
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 1.888
H-Index - 94
eISSN - 1099-050X
pISSN - 0090-4848
DOI - 10.1002/hrm.10096
Subject(s) - business , human resource management , human capital , knowledge management , human resources , business administration , empirical research , organizational performance , marketing , industrial organization , management , economics , economic growth , philosophy , epistemology , computer science
How can human resource management (HRM) practices promote entrepreneurial performance in small andmedium‐sized enterprises (SMEs)? This article discusses the association between humancapital management (HCM) and other contemporary HRM practices and the ability of SMEs to beentrepreneurial. In a study of 99 SMEs, HRM practices that promote employee discretionary behavior, knowledgesharing, 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 enhancesthe observed positive association. Second, these relationships are strongest for SMEs operating inhigh‐technology industries. © 2004 Wiley Periodicals, Inc.