A sequential relationship between entrepreneurial orientation, human resource management practices, collective organisational engagement and innovation performance of small and medium enterprises

Abstract

Despite the increasing relevance of entrepreneurial orientation (EO) for innovation performance in the context of small and medium enterprises (SMEs), few studies examine the complexity of the underlying mechanism that explains the relationship between EO and innovation performance. Drawing on the resource-based view (RBV) and signalling theory, we examine an organisation-level model to explain how SME EO predicts innovation performance through human resource management (HRM) practices and collective organisational engagement (COE). We used data collected from 186 human resource managers and 526 employees in SMEs. The results indicate that HRM practices and COE sequentially mediate the relationship between EO and innovation performance. To complement studies that identify an organisation’s micro processes (i.e. employee behaviours as mediators between EO and innovation), this study highlights the need to examine macro processes occurring at the organisation level to account for the EO–innovation performance relationship.

The effect of creating shared value on enterprise image: focusing on mediating effects of environmental involvement

“…The survey was conducted from May 10, 2021, to August 15, 2021, and 400 copies were distributed. Of the 370 copies collected, 345 copies were used for analysis except for 25 copies, which seemed to be unfaithful responses (Shahzad et al. , 2021).…”

Cultura de inovação e ecoinovação: o efeito mediador das práticas de recursos humanos

“…Dessa forma, oportunidades para discutir abertamente e aprender com os erros (RYAN, 1996;TUSHMAN;O'REILLY, 1997), a avaliação justa das ideias (AMABILE, 1995), orientação contínua de aprendizagem (ARAD et al, 1997;LOCK;KIRKPA-TRICK, 1995;SAMAHA, 1996), correr riscos e experimentar (JUDGE et al, 1997), competitividade (READ, 1996, o apoio à mudança (ARAD et al , 1997;EYTON, 1996;GLOR, 1997;JOHNSON, 1996;TUSHMAN;O'REILLY, 1997), e a tolerância ao conflito e o manejo de conflitos construtivamente são valores que apoiam o comportamento criativo e inovador nas organizações (MUMFORD et al , 1997;ROBBINS, 1997;JUDGE et al, 1997;SHAHZAD et al, 2022).…”

The effect of ability, motivation and opportunity (AMO) on SMEs' innovation performance

“…As such, numerous studies have investigated various aspects related to innovation in SMEs, including the drivers and barriers to innovation adoption (Do & Shipton, 2019), the role of knowledge management in fostering innovation (Amankwah‐Amoah et al, 2023) and the impact of innovation on SME performance (Rosenbusch et al, 2011). However, despite the extensive research on innovation in SMEs, there has been limited focus on the connection between human resource management (HRM) practices and innovation (Li et al, 2019; Shahzad et al, 2022). That is, while there is recognition of the importance of HRM practices in fostering innovation and organizational performance in large firms (Hayton, 2005; Lei et al, 2021), the specific implications for SMEs remain understudied (Haar et al, 2022, Shahzad et al, 2022).…”

“…However, despite the extensive research on innovation in SMEs, there has been limited focus on the connection between human resource management (HRM) practices and innovation (Li et al, 2019; Shahzad et al, 2022). That is, while there is recognition of the importance of HRM practices in fostering innovation and organizational performance in large firms (Hayton, 2005; Lei et al, 2021), the specific implications for SMEs remain understudied (Haar et al, 2022, Shahzad et al, 2022).…”

“…, the specific implications for SMEs remain understudied (Haar et al, 2022, Shahzad et al, 2022. This literature gap is particularly significant when considering the distinctive difficulties that confront SMEs in effectively managing their human resources (De-Oliveira & Rodil-Marzábal, 2019).…”