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The Synergistic Potential of Human Resource Management in Small and Medium Enterprises

The Synergistic Potential of Human Resource Management in Small and Medium Enterprises

David Starr-Glass
Copyright: © 2014 |Pages: 22
ISBN13: 9781466647312|ISBN10: 1466647310|EISBN13: 9781466647329
DOI: 10.4018/978-1-4666-4731-2.ch004
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MLA

Starr-Glass, David. "The Synergistic Potential of Human Resource Management in Small and Medium Enterprises." Effective Human Resources Management in Small and Medium Enterprises: Global Perspectives, edited by Carolina Machado and Pedro Melo, IGI Global, 2014, pp. 74-95. https://doi.org/10.4018/978-1-4666-4731-2.ch004

APA

Starr-Glass, D. (2014). The Synergistic Potential of Human Resource Management in Small and Medium Enterprises. In C. Machado & P. Melo (Eds.), Effective Human Resources Management in Small and Medium Enterprises: Global Perspectives (pp. 74-95). IGI Global. https://doi.org/10.4018/978-1-4666-4731-2.ch004

Chicago

Starr-Glass, David. "The Synergistic Potential of Human Resource Management in Small and Medium Enterprises." In Effective Human Resources Management in Small and Medium Enterprises: Global Perspectives, edited by Carolina Machado and Pedro Melo, 74-95. Hershey, PA: IGI Global, 2014. https://doi.org/10.4018/978-1-4666-4731-2.ch004

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Abstract

In large-scale operations, strategically orientated Human Resource Management generally has a structural function. In small- and medium-sized enterprises, however, strategic intent has to be more intimately matched to entrepreneurial behavior of core management. In these firms, HR is not an added layer but rather a key synergistic element in their strategic configuration. Considering the economic challenges faced by the small firm, it would seem that some form of strategically orientated HR is beneficial; however, it is often unconsidered. Taking a resource-based view of the firm and a configurational approach to strategy, this chapter considers the challenges to strategically orientated HR adoption in small entrepreneurial enterprises. It examines the characteristics of entrepreneur-founders, strategic orientation, and strategic configuration in an increasingly globalized context. Challenges to HRM adoption are identified, and a number of possible solutions are considered.

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