Configuring and Contextualising HR Systems: An Empirical Study of Manufacturing SMEs

Abstract

Standard-Nutzungsbedingungen:Die Dokumente auf EconStor dürfen zu eigenen wissenschaftlichen Zwecken und zum Privatgebrauch gespeichert und kopiert werden.Sie dürfen die Dokumente nicht für öffentliche oder kommerzielle Zwecke vervielfältigen, öffentlich ausstellen, öffentlich zugänglich machen, vertreiben oder anderweitig nutzen.Sofern die Verfasser die Dokumente unter Open-Content-Lizenzen (insbesondere CC-Lizenzen) zur Verfügung gestellt haben sollten, gelten abweichend von diesen Nutzungsbedingungen die in der dort genannten Lizenz gewährten Nutzungsrechte.Human resource management (HRM) has become for SMEs a critical factor of adaptation to an increasingly complex and uncertain business environment. Founded on open systems and contingency theory, the present study seeks to identify configurations of HR systems in manufacturing SMEs, and to determine the extent to which these configurations are associated to the environmental and organisational context. Survey data analysis of 176 manufacturing SMEs revealed three configurations of HR systems, namely a "strategic-high-commitment system", a "functional-high-commitment system", and a "traditional-low-commitment system". Differences in these systems are associated to variables that reflect the SMEs' environmental, organisational and technological context.

Human resource systems and competitive advantage: an ethical climate perspective

“…Indeed, both the theoretical and empirical literatures suggest that a complex interaction of internal (organizational) and external (environmental) factors determine HR systems' influence on firm resources (Lacoursiere et al . ). Central to the RBV perspective is the notion of vertical and horizontal alignment or fit (Wei ).…”

“…HR systems can enhance the value of resources to the extent that HR practices are aligned with business strategy (vertical fit), and these practices are coordinated across sub‐functions (horizontal fit) (Lacoursiere et al . ). Consistent with this argument, resources can provide differential contribution to competitive advantage depending on how well they are supported by HR systems configuration and firm strategy.…”

“…; Lacoursiere et al . ; Chuang & Liao ). Consistent with this research tradition, the model indicates the role that HR systems can play in enhancing ethical climates, thereby leading to competitive advantage, and the role HR systems can play in destroying ethical climates, thus leading to competitive disadvantage.…”

High performance work practices in small firms: a resource-poverty and strategic decision-making perspective

“…In most of the literature, the educational level of the owner-manager serves as a proxy for entrepreneurial skills and abilities, including employment management skills (Barringer et al 2005), but their understanding of HRM can be investigated directly as well (Colbert et al 2005). More knowledgeable small business managers tend to invest more proactively in HR management (Lacoursière et al 2008), and when owners are more knowledgeable about best practices, investments in HPWPs are more likely.…”

“…Although resources needed to implement the more expensive bundles of HPWPs are restricted by firm size, size by itself is insufficient to explain the existence of the different configurations of HPWPs in comparable firms (Lacoursière et al 2008). As our second theoretical perspective, we focus on the strategic choice of the entrepreneur.…”