Determinants of the adoption of HRM practices in tourism SMEs in Spain: an exploratory study

Urbano, David; Yordanova, Desislava

doi:10.1007/s11628-007-0033-z

Cited by 54 publications

(44 citation statements)

References 39 publications

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“…Therefore, differences in performance are derived from the heterogeneity of the resources and capabilities possessed by different firms (Teece et al, 1997), wherein possessing a superior set of capabilities has a positive impact on a given organization's performance. It is well established that the more an organization accumulates capabilities to the exclusion of its competitors, the more its performance improves relative to those competitors (Gong, Law, Chang, & Xin, 2009;Urbano & Yordanova, 2008). Capabilities have been considered antecedents to performance since the theoretical and empirical development of RBV (Penrose, 1959;Wernerfelt, 1984).…”

Section: Hypothesis 1 (H1)mentioning

confidence: 99%

Organizational Capabilities and Profitability

López‐Cabarcos

Göttling-Oliveira-Monteiro

Vázquez-Rodríguez

2015

Sage Open

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The resource-based view (RBV) posits that the sustainability of a firm's success depends upon the creation, development, and implementation of a given organization's unique resources and capabilities. Based on this theoretical framework, this article analyzes the relationship between organizational capabilities, business strategy, and profitability in the Portuguese textile industry. The strong relationship between these variables suggests that the organizational capabilities and the choice of business strategy may be the key to increase the profitability in this study context. So, the ability of the Portuguese textile organizations to change their business strategy based on their organizational capabilities affects profitability in a number of ways. Concretely, the results of this study highlight the importance of the choice of the business strategy as a partial mediator between the organizational capabilities and the profitability, a point that is crucial to understanding the success of a given organization and how resources and capabilities contribute to the process. The article concludes with a number of managerial implications and directions for future research.

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Section: Hypothesis 1 (H1)mentioning

confidence: 99%

Organizational Capabilities and Profitability

López‐Cabarcos

Göttling-Oliveira-Monteiro

Vázquez-Rodríguez

2015

Sage Open

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“…Furthermore, research has found that SMEs who are part of a franchise or a multi-site and those that are unionized adopt more sophisticated HR practices, including total rewards (Urbano and Yordanova, 2008). However, findings suggest that adoption of unionization Prouska, R., Psychogios, A., Rexhepi, Y.…”

mentioning

confidence: 99%

Rewarding employees in turbulent economies for improved organisational performance

Prouska

Psychogios

Rexhepi³

2016

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Structured AbstractPurpose: This study explores the application of total reward practices in small and mediumsized enterprises (SMEs) in the South-Eastern European (SEE) region and the reward elements positively affecting organisational performance.Design/Methodology/Approach: The sample consists of 199 SMEs operating in SEE countries which are either under economic crisis or transition: Greece, Bulgaria, Romania, Albania, Kosovo and the Former Yugoslav Republic of Macedonia (FYROM).Findings: SMEs in the SEE region are implementing a total rewards model which is characterised by a weaker application of individual aspects and by a stronger application of transactional, relational and communal aspects. Within the communal aspects of the model, our study found three elements of the work environment that positively affect organisational performance; work-life balance, employee involvement voice mechanisms, and organisational culture supporting personal and professional development. Practical implications:Our study contributes to HR practice; we found that a better work environment is positively related to improved organisational performance in these SMEs. This means that in times of economic crisis or transition when HR budgets are limited such non-financial strategies can be a viable alternative to costly financial rewards to such organisations. Originality/value:The study contributes to both theory and HR practice by shedding light on how employee rewards are affected in economies under crisis and transition, how SMEs can motivate their employees when faced with significant financial limitations, as well as explores which reward elements can lead to enhanced organisational performance in such organisations.

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“…In this context, a growing number of firms depend on alliance formation to access the necessary resources to reach their strategic objectives (Bragge et al, 2007;Urbano & Yordanova, 2008). The investigation carried out shows that alliances are used as a way of filling gaps in firms' resources (Montoro-Sánchez et al, 2009;Zacharakis, 1998).…”

Section: Alliances As Collaborative Entrepreneurshipmentioning

confidence: 99%

“…In this paper, an interfirm alliance is defined as an organisational arrangement, through which two or more firms acting in isolation manage to overcome their resource constraints. In fact, a growing number of firms rely on alliances to capture the resources they need to achieve their strategic objectives (Bragge et al, 2007;Urbano & Yordanova, 2008). Research shows that interfirm alliances are useful measures to fill resource gaps and to access additional competences (MontoroSánchez et al, 2009;Zacharakis, 1998).…”

Section: Introductionmentioning

confidence: 99%