Predicting the Performance of Initial Public Offerings: Should Human Resource Management Be in the Equation?

Welbourne, Theresa M.; Andrews, Alice

doi:10.2307/256716

Cited by 313 publications

(256 citation statements)

References 40 publications

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“…We also controlled for foreign IPOs that were shipping or mining firms because these firms tended to have 100% international assets. In addition, consistent with prior research, we summed the number of risk factors listed in a foreign firm's prospectus to provide an overall level of foreign IPO firm risk at the time of the IPO (Welbourne and Andrews 1996;Certo et al 2001). Previous studies indicate that firms with larger boards can be beneficial to experience better performance IPO (Certo et al 2001;Daily, et al., 2003).…”

Section: Variablesmentioning

confidence: 96%

Strategic and institutional effects on foreign IPO performance: Examining the impact of country of origin, corporate governance, and host country effects

Bell

Moore

Filatotchev

2012

Journal of Business Venturing

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Section: Variablesmentioning

confidence: 96%

Strategic and institutional effects on foreign IPO performance: Examining the impact of country of origin, corporate governance, and host country effects

Bell

Moore

Filatotchev

2012

Journal of Business Venturing

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“…While the management of people is mostly associated with HRM, the definition, parameter and context are contested by different writers. Some authors such as Kane (1996) argued that HRM is in its infancy, while other authors such as Welbourne and Andrews (1996) dispute it. However, other writers have attempted to differentiate between personnel management and HRM (Sisson, 1990), by emphasizing on the strategic approach to managing people.…”

Section: Introductionmentioning

confidence: 99%

Human Resource Management Practices in Nigeria

Fajana

Owoyemi

Elegbede

et al. 2011

JMS

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The globalization of business is having a significant impact on human resource management practices; and it is has now become more imperative than ever for business organizations to engage in human resource management practices on an international standard. While the management of people is mostly associated with HRM, the definition, parameter and context are contested by different writers. Some authors such as Kane (1996) argued that HRM is in its infancy, while other authors such as Welbourne and Andrews (1996) dispute it. However, other writers have attempted to differentiate between personnel management and HRM (Sisson, 1990), by emphasizing on the strategic approach to managing people. Other writers such as Legge (1995) have focused on the soft and hard approach to managing human resources. All these distinctions have contributed to the fundamental differences in understanding and defining human resource management practices, and therefore, HRM should not be incorporated within a single model, but rather adequate emphasis should be on understanding human resource management issues, which will assists practitioners, authors, mangers and organizations in developing and implementing HRM policies and practices that will be productive and that can make businesses to gain and sustain a competitive advantage. This is paper is aimed at exploring HRM practices in Nigeria.

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“…The entrepreneurial team members can understand the customer and market, and a more proactive posture is possible with information-based conceptualization of the market, such as collecting, disseminating, and responding to intelligence about the market (Jaworski & Kohli, 1993). Although we do not have enough evidence of this, Welbourne and Andrews (1996) study the role of human resource executives in TMTs at the stage of initial public offerings (IPOs). Thus, we can speculate that the existence of marketing top talents in founding a team may have a positive influence on the level of EO.…”

Section: The Influence Of Top Talents In An Entrepreneurial Teammentioning

confidence: 99%

Exploring the Role of Entrepreneurial Team Characteristics on Entrepreneurial Orientation

Yoon

2018

Sage Open

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This study explores the role of entrepreneurial teams' characteristics as determinants of entrepreneurial orientation (EO). Previous literature usually assumed the determinants of EO as given, and focused on the performance effects of EO. Although some theoretical concerns shed light on the role of entrepreneurial team influences on EO, a direct analysis of such positive association has so far been limited. This current study examines the positive influences of top talents and the possible influence of functional diversity of entrepreneurial teams on EO, as well as those of entrepreneur's human and social capital. The results of 1,228 Korean business venture samples showed that the level of EO is determined by the entrepreneurial team characteristics, such as human and social capital, and the existence of marketing top talents. However, supplementary subgroup analyses showed that these positive effects of an entrepreneurial team's characteristics on EO are significant for the sample of "founders stay," whereas the positive influence of an entrepreneurial team's diversity as well as the existence of marketing top talents are significant for the sample of "founders left." Based on these results, theoretical and practical implications are discussed.

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Predicting the Performance of Initial Public Offerings: Should Human Resource Management Be in the Equation?

Cited by 313 publications

References 40 publications

Strategic and institutional effects on foreign IPO performance: Examining the impact of country of origin, corporate governance, and host country effects

Strategic and institutional effects on foreign IPO performance: Examining the impact of country of origin, corporate governance, and host country effects

Human Resource Management Practices in Nigeria

Exploring the Role of Entrepreneurial Team Characteristics on Entrepreneurial Orientation

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