Normative human resource management (HRM) literature offers an abundant and sophisticated picture on the ideal HRM practices leading to certain positive HRM outcomes. Explanatory empirical research has also confirmed positive relationships between HRM and organizational performance. This study approached SMEs HRM from a different perspective. We studied how HRM manifests itself in managerial perceptions concerning the important drivers of firm performance. A research strategy was followed that addressed HRM as it naturally manifests itself within holistic managerial thinking. A causal mapping technique was used to elicit causal maps for 37 CEOs of industrial SMEs. The findings indicate that HRM has a varying role as a 2 performance driver in managers' causal beliefs. As the main result we propose a categorization of SME managers' thinking on HRM consisting of four types with different level of conceptual richness and cognitive complexity: Managers with mature, narrow, scattered and vague causal beliefs of HRM as a driver for organizational performance.

Abstract-The study of managerial cognitions have intrigued scholars of management for some time because of its potential to peek into the hidden thought processes behind managerial decision and sense-making. This paper introduces some of the different cognitive approaches used within the management research. The focus in this paper is two-fold. First, the literature is reviewed to present the theoretical background of cognition research within management literature. Second, a number of different cognitive mapping methodologies are introduced as ways to elicit managerial cognitions. The paper closes with managerial implications and discussion on the use of cognitive mapping methods in organizational setting.