Human resource management in entrepreneurial firms: a literature review

Abstract

Purpose-This paper seeks to review the literature on human resource management (HRM) in entrepreneurial firms. Given the importance of human resource management for entrepreneurship, the purpose of this paper is to determine how far this line of research has progressed and what areas are still pending study. Design/methodology/approach-The paper has a three-part structure. First, the paper describes the published works. Second, it examines the topics dealt with in the literature. Third, the review identifies the limitations of the literature and outlines future lines of research for this field. Findings-Most papers that deal with HRM and entrepreneurship together are empirical and have been published since 2000. Comprehensive and rigorous theoretical models that relate both areas do not exist. Originality/value-The paper helps scholars orient their research in human resource management in entrepreneurial firms by providing them with a better understanding of the direction in which the field is going and what gaps remain.

Are the HR responses of small firms different from large firms in times of recession?

“…For smaller and entrepreneurial firms, effective HRM policies and practices may help firms to enhance their performance in key areas such as creativity, innovation, quality, flexibility and entrepreneurial behaviour (see for example Dabić et al, 2011;Hayton et al, 2013). More pragmatically, HRM might also be concerned with mitigating the risks of mismanagement which could hinder organisational survival (Barrett and Mayson, 2006), an issue which becomes even more acute in times of economic uncertainty (e.g.…”

Work values in a changing economic environment: the role of entrepreneurial capital

“…It is expected that higher entrepreneurial capital will result in a more flexible labour force (Castrogiovanni et al, 2011;Audretsch and Keilbach, 2005;Dabic et al, 2011). Therefore, the flexibility and innovativeness of human resources in both small and large firms may be affected by the local level of entrepreneurial capital.…”

“…In this sense, entrepreneurial activity is attracting increasing attention as a useful instrument (Dabic et al, 2011). Thus, corporate entrepreneurship has been proposed as one key instrument to promote flexibility and change in existing organisations (Zahra et al, 1999).…”

Fatores Simbólicos e Instrumentais de Atração de Pessoas em PMES Relações com o Estilo de Liderança do Empreendedor

“…Grande parte da literatura voltada para a gestão de pessoas foca a realidade de grandes empresas (Cardon, & Stevens, 2004;Cassell, Nadin, Gray, & Clegg, 2002;Dabic, Ortiz-De-Urbina-Criado, & Romero-Martínez, 2011).…”