Human Resource Management in Entrepreneurial Firms: The Impact of Different HRM Practices on Performance

Andreas Rauch, Isabella Hatak

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Abstract

Human resources management (HRM) is not on the top priority of entrepreneurial firms and HRM practices are comparatively unsophisticated. However, the efficient management of employees’ knowledge, skills, and abilities can provide a competitive advantage that results in firm performance. The question therefore remains as to which HRM practices need to be implemented in entrepreneurial firms in order to strengthen firm performance. Traditional HRM practices (planning, recruitment, selection, compensation, and performance management) are often not affordable for entrepreneurial firms. Moreover, such HRM practices have been suggested for large firms and may not be efficient in entrepreneurial firms. We argue that HRM practices need to be aligned with the strategic aims of entrepreneurial firms. Entrepreneurial firms have to convert knowledge into new products and services. Therefore, entrepreneurial firms need to adopt HRM practices that support exploration and exploitation. HRM practices focusing on exploration emphasize flexibility, empowerment, training and cooperation. Exploitative HRM practices emphasize communication and commitment.
Original languageEnglish
Article number12
JournalFrontiers of entrepreneurship research
Volume34
Issue number11
Publication statusPublished - 2014
Externally publishedYes
EventBabson College Research Entrepreneurship Conference, BCERC 2014 - Ivey Business School, Western University, London, Ontario, Canada
Duration: 4 Jul 20147 Jul 2014

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