Identifying and Differentiating Key Employees from Owners and Other Employees in SMEs

Schlosser, Francine

doi:10.1111/jsbm.12066

Cited by 14 publications

(13 citation statements)

References 68 publications

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“…Within the small business, owners play an integral role in the firm, and often engage in closer work relationships with their employees, requiring solid interpersonal skills to facilitate relationship building (Matlay ). These interpersonal relationships often entail gaining trust (e.g., Altinay, Saunders, and Wang ; Schlosser ), building networks (e.g., O'Donnell ), managing conflict (e.g., Eddleston, Otondo, and Kellermanns ), negotiating (e.g., Findikoglu and Watson‐Manheim ; Rae ), and problem‐solving (e.g., Kickul ) in order to attain favorable venture results, all within uncertain, constrained circumstances. These circumstances emphasize the important role of emotions in the venture.…”

Section: Theory and Hypothesesmentioning

confidence: 99%

“…Consequently, we develop and test a partial mediation model that addresses the direct effects of both the intrapersonal and interpersonal dimensions of EI on venture performance, and the indirect effects of these two aspects of EI on performance via interpersonal processes that entail team functioning in key tasks within the venture. To examine these relationships, following exemplars, we operationalize entrepreneurship as business ownership (e.g., Altinay, Saunders, and Wang ; Lofstrom, Bates, and Parker ; Schlosser ).…”

Section: Introductionmentioning

confidence: 99%

See 1 more Smart Citation

Emotional Intelligence and Venture Performance

Ingram

Peake

Stewart

et al. 2017

Journal of Small Business Management

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Scholars emphasize the importance of emotion in entrepreneurship and the potential of emotional intelligence, but research is sparse in the field. We develop and test a novel partial mediation model of emotional intelligence, interpersonal processes, and venture performance. The results indicate that interpersonal emotional skills, which entail the recognition and management of emotions in others, has a direct effect on venture performance, but intrapersonal emotional skills pertaining to self-awareness and regulation of emotions do not. Additionally, both the intrapersonal and interpersonal dimensions of emotional intelligence have an indirect influence on firm performance via interpersonal processes that entail functioning in key activities within the firm. We discuss the implications and address potential avenues for future research on this important topic.

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Section: Theory and Hypothesesmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Emotional Intelligence and Venture Performance

Ingram

Peake

Stewart

et al. 2017

Journal of Small Business Management

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show abstract

“…Consistent with resource-based theory (Barney, 1991), the performance of SMEs is often linked to the quality of its employees who contribute resources such as knowledge, skills, experience, judgement, risk taking propensity and creativity to the organisation (e.g., Lai et al, 2017;Sels et al, 2006;Schlosser, 2015;Sheehan, 2014;Way, 2002). Such human resource contributions improve the organisation's capacity to secure its economic viability, achieve a position of competitive advantage and respond appropriately to rapid and continuous change in the external environment (Heneman et al, 2000;Tocher and Rutherford, 2009).…”

Section: Introductionmentioning

confidence: 97%

Does job embeddedness predict turnover intentions in SMEs?

Coetzer

Inma

Poisat

et al. 2019

IJPPM

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Purpose There is an absence of research examining job embeddedness in SMEs. Results of job embeddedness studies may not apply to SMEs, because the process of managing a SME differs from that of the large firm. The purpose of this paper is to examine relationships between on-the-job embeddedness, as well as each of its sub-dimensions, and turnover intentions; and group cohesion, on-the-job embeddedness and turnover intentions. Design/methodology/approach Data were collected from 147 employees in SMEs located in Perth, Western Australia and 350 employees from SMEs operating in four business centres in South Africa. After invariance testing, data from the two countries were combined to increase statistical power of the analysis. Findings On-the-job embeddedness and each sub-dimension were negatively related to turnover intentions. Group cohesion was positively related to composite on-the-job embeddedness. Findings suggest that while group cohesion on its own does not reduce turnover intentions, it does contribute to development of on-the-job embeddedness that, in turn, reduces turnover intentions. Research limitations/implications Future research should control for the effects of external influences on turnover intentions. Findings imply that managerial actions related to antecedents of group cohesion could foster the on-the-job embeddedness of employees. Originality/value This study is perhaps the first that tests the operation of on-the-job embeddedness in SMEs located in two countries. The conceptual arguments for links between each of the sub-dimensions of on-the-job embeddedness and turnover intentions are based on distinctive characteristics of SMEs and can serve as a theoretical foundation for future research on embeddedness in SMEs.

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“…Once those leave, unique know how is disappearing from the company as well as their knowledge, abilities, skills experiences and long-term relationships [16,17]. Therefore, each company should manage those positions and employees in a way not only to keep the current key employees but to train own successors for those critical and strategic positions as well [10,18,19]. The significance of the key positions and employees is supported by the statement that the fastest way to make shareholders' wealth grow and improvement of long-term company's sustainable business is to have the key employees' performance became higher [20,21].…”

Section: Literature Reviewmentioning

confidence: 99%

Evaluation of Key Positions and Employees Management Level in Manufacturing Industry—The Czech Case

et al. 2019

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Human resources management, especially the key employees management, has fundamental influence on companies’ sustainable business, which has to be considered as the priority of any business functioning. The aim of this paper is to evaluate current level of the key positions and employees management in the Czech business environment and to propose a process of its effective implementation and application in practice. Online questionnaire survey was provided using 105 companies operating in manufacturing industry of the Moravian-Silesian region as the sample. Statistical methods of data analysis were used. Fisher exact test, coefficients Phi and Cramer’s V were counted to test relations between variables. The survey results include an evaluation of the present situation as it comes to the use of the key positions and employees management system as well as an identification of interests in new system implementation. There was a low rate of use of given system in these business, with two thirds of companies showing an interest in implementing the new system. The process of implementation and the use of the key positions and employees in practice was proposed. The process is suggested in the way to make its content and form be a certain guide and help for companies to realize particular activities of this process. It would contribute to the successful realization of complex and systematic approach towards the work with the key positions and employees.

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Identifying and Differentiating Key Employees from Owners and Other Employees in SMEs

Cited by 14 publications

References 68 publications

Emotional Intelligence and Venture Performance

Emotional Intelligence and Venture Performance

Does job embeddedness predict turnover intentions in SMEs?

Evaluation of Key Positions and Employees Management Level in Manufacturing Industry—The Czech Case

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