Human resource management and innovation in SMEs

Adla, Ludivine; Gallego-Roquelaure, Virginie; Calamel, Ludivine

doi:10.1108/pr-09-2018-0328

Cited by 64 publications

(57 citation statements)

References 35 publications

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“…However, Reina (2016) found that human resource management practices favor product innovation, while Curado (2018) ascertains that they favor innovation in general by achieving greater confidence, knowledge, and commitment. As regards the practices taking place in-side SMEs, we found that incentive-given compensation (Adla, Gallego-Roquelaure, and Calamel, 2019), training, and compensation (Vu, Thi, Nguyen, and Hoang, 2020) are the ones that promote innovation the most. On the contrary, López-Fernández, Urquiola-Sánchez, and Capa-Benitez (2018) concluded that personnel selection practices, training and development, rewards, performance appraisals, and innovation are insuffcient to improve innovation in SMEs.…”

Section: Literature Reviewmentioning

confidence: 97%

Prácticas de gestión humana e innovación: Pequeñas y Medianas Empresas colombianas

Arbeláez

2021

cuad.adm.

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La creciente necesidad de las pequeñas y medianas empresas por innovar y las limitadas prácticas de gestión humana que estas presentan hacen que surja una creciente investigación sobre cómo las características internas de la organización, enfocadas en el personal promueven que la innovación sea mayor. Frente a la escaza investigación de esta relación en empresas de menor tamaño en Colombia y la creciente necesidad de ser competitivos, esta investigación tiene como objetivo identificar el efecto de las prácticas de gestión humana sobre la innovación de las Pymes colombianas. Para cumplir con este objetivo se aplicaron 492 encuestas a gerentes de las Pymes de Cali, Bogotá y Medellín. Como resultado de esta investigación se evidencia que las prácticas de gestión humana sí tienen un efecto sobre la innovación, pero no todas el mismo efecto. Los resultados revelan que la selección y la evaluación de desempeño hacen que la innovación aumente. Igualmente, se muestra que, para el caso de la innovación en productos, la compensación se convierte en otra práctica que determina esta relación.

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Section: Literature Reviewmentioning

confidence: 97%

Prácticas de gestión humana e innovación: Pequeñas y Medianas Empresas colombianas

Arbeláez

2021

cuad.adm.

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“…Finally, it is well established that the resource scarcity encountered by micro-sized social enterprises makes innovation even more important, and it is often cited as the primary way to compete against their larger counterparts (Rosenbusch et al , 2011). Indeed, recently published literature has linked HRM with innovation (Shahzad et al , 2019; Adla et al , 2019), but it has also focused on how these organisations can foster innovation within their employees to increase their competitiveness (Shipton et al , 2017). In contrast, this paper focuses on how the organisation can use innovation to treat their employees equitably and avoid criticism about ethical hypocrite.…”

Section: Literature Reviewmentioning

confidence: 99%

Compensating employees in micro-sized social enterprises with innovative HR practices

Black

2020

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PurposeThe purpose of this paper is to understand how micro-sized social enterprises can compensate their employees equitably, despite encountering resource scarcity and prioritising their social mission.Design/methodology/approachThe researcher interviewed the founders of micro-sized social enterprises from around the East Midlands and asked about the innovative human resource (HR) practices they used to compensate their employees. The eight interviews were semi-structured, in-depth and analysed thematically.FindingsThe findings and discussion demonstrate that the founders recognised the importance of compensating their employees equitably, but also acknowledged how paying them according to their contribution conflicted with prioritising their social mission as they never had sufficient resources to do everything. Alternatively, these founders used innovative HR practices to establish transactional relations, which primarily consisted of training, experience and references. This was perceived as equitable, despite paying their employees less than their contribution merited, as it allowed them to improve their future career prospects. These HR practices also benefitted these micro-social enterprises by increasing their human capital without increasing their costs.Originality/valueThe paper could be beneficial for academics and practitioners as it explores how the characteristics associated with being a micro-sized social enterprise impacted their HR practices.

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“…Industrialisation is one of the effective means for solving the economic problems and a means for social progress in developing countries (Uma, 2013). Small and medium enterprises (SMEs) have proven to provide solutions for the problems of poverty, insecurity, unemployment and over population of the modern world (Unnikrishnan et al, 2015;Adla et al, 2019;Ng et al, 2019;and Gunjati and Adake, 2020). Indian SME market is of great economic significance and is valued at US$5bn (Basha, 2013).…”

Section: Introductionmentioning

confidence: 99%

Energy conservation opportunities: evidences from three industrial clusters in India

Naik¹,

Bagodi

2021

IJESM

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Purpose The purpose of the paper is to examine the monitoring of electrical energy consumption, measures adopted for reducing energy consumption, barriers to energy efficiency improvement and driving forces for energy efficiency improvement in three industrial clusters. It is intends to capture the managerial perspectives on energy saving practices and to identify the possible energy saving opportunities in small and medium enterprises (SMEs). Design/methodology/approach Three industrial clusters were identified for the study. Research instrument based in-person survey was conducted in which the authors directly administered the questionnaire to all the 181 organisations. This was thought of to facilitate not so well-educated respondents. The survey took about six months in which 110 units responded. Descriptive statistics, exploratory factor analysis and path analysis were used to draw inferences. Findings There is ample scope for energy savings in the studied clusters. Energy efficiency in many organisations has deteriorated. Their attitude to embrace new or modern technology is shunning. Management’s belief that prevailing technology is efficient, lack of skilled labour, lack of accessibility to updated or modern technology, and lack of compatibility of new technology are found to be the barriers to energy efficiency improvement. Benchmarking by appropriate governments and publicly financed energy auditing act as the driving forces. Originality/value The SMEs must use simple yet powerful energy auditing practices on regular basis to reduce energy consumption. This will not only result in lesser energy costs but also lessen the burden on environment. As these are predominantly small enterprises, appropriate governments interventions are essential to bring the desired change.

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Human resource management and innovation in SMEs

Cited by 64 publications

References 35 publications

Prácticas de gestión humana e innovación: Pequeñas y Medianas Empresas colombianas

Prácticas de gestión humana e innovación: Pequeñas y Medianas Empresas colombianas

Compensating employees in micro-sized social enterprises with innovative HR practices

Energy conservation opportunities: evidences from three industrial clusters in India

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