From: Tom Bryant [mailto:
Tom.Bryant@nicholls.edu]
Jim's initial question and most of the replies so far assume that we are
talking about managers in megacorporations. In smaller, more
entrepreneurial firms, the owner-manager CAN make all those decisions,
strategic and tactical. Indeed, the O-M DOES make all of those
decisions, for better or worse. For some people, control over the full
range of organizational design / corporate culture issues -- within the
constraints of law and regualtion -- is one of the best reasons for
running one's own company.
The intersection between between HRM and ENTR is a pretty big space, and
still pretty wide-open, as noted by Jerry Katz, Howard Aldrich, and
others recently (citation below). I've been doodling around in it for a
couple (!) of years and would welcome colllaborators. What about a
joint ENT-HRM-OB symposium at Academy 2006? (Let's talk offline, or in
Hawaii in august if you are interested.)
Doing a quick scan across my databases, I found the following items,
given in annotated form to explain their content.
Jones, Janice (2001). "Training and development, and business growth: a
study of Australian manufacturing small-medium sized enterprises." Asia
Pacific Journal of Human Resources 42(1): 96-122.
The principal objectives in this paper are to compare
and contrast training and development initiatives for a longitudinal
sample of 871 small and medium-sized enterprises in the Australian
manufacturing sector that have embarked upon different growth
development pathways; and to examine possible connections between small
and medium-sized enterprise growth, and training and development.
Statistical analysis reveals highly significant differences in
management training and qualifications, training changes, as well as
training methods, providers and fields, across the low-, moderate and
high-growth small and medium-sized enterprise development pathways.
Furthermore, training is a relatively consistent concomitant with small
and medium-sized enterprise growth. [ABSTRACT FROM AUTHOR]
Katz, Jerome A., Howard E. Aldrich, et al. (2000). "Special issue on
Human Resource Management and the SME: toward a new synthesis?"
Entrepreneurship Theory and Practice 25(1 (Fall)): 7-10.
Basically argues that noone has studied the synthesis of these
two fields, but that such studies are ripe with interesting questions.
Litz, Reginald A. and Alice C. Stewart (2000). "Trade name franchise
membership as a human resource management strategy: does buying group
training deliver 'True Value' for small retailers? (Research Note)."
Entrepreneurship Theory and Practice 25(1 (Fall)): 125-135.
Based on a study with over 300 SME hardware retailers
responding. Trade name franchisees achieve better performance, but it
does not appear to be based on the training programs.
McMullan, W. Ed. (1982). In the interest of equity: distributing equity
among new venture employees. Frontiers of Entrepreneurship Research
1982. K. H. Vesper. Wellesley, MA, Babson College, Center for
Entrepreneurial Studies: 396-413.
"Instances were encountered of technological entrepreneurs faced
faced with the issue of whether or not to distribute ownership equity to
key employees. The decision to invite employees to participate in the
ownership of a new venture is a complex one involving behavioral as well
as financial considerations. The article reviews the logic both
favoring and opposing employee ownership of equity. Subsequently a
number of questions are [sic] discussed relating to the who, how, what,
when and where of equity distribution. The paper concludes with the
results from a pilot study and a strategy for further research."
Morris, Michael H. and Foard F. Jones (1994). "Relationships among
environmental turbulence, human resource management, and corporate
entrepreneurship." Journal of International Business & Entrepreneurship
3(1&2): 15-44.
"Entrepreneurship theory suggests that entrepreneurship is
especially critical in companies faced with high levels of environmental
turbulence. This study empirically assessed the extent to which
turbulence leads to an increase in entrepreneurial behavior. The degree
of entrepreneurial behavior in established firms was found to be related
to the perceived level of change in competitive, labor, and supplier
environments. The study also tested propositions that human resource
management practices are a principal means for facilitating corporate
entrepreneurship for organizations operating in turbulent environments.
Specifically, linkages between eight HRM practice dimensions and
corporate entrepreneurship were found. In addition, a relationship is
established between environmental turbulence and HRM practices."
Posner, Bruce G. (1991). "Looking out for Number 2." Inc. 13(7 (July)):
42-44, 46.
"Sharing responsibility and trust with another manager is never
easy, especially when it's your company. But failure to create an
effective working relationship with your second-in-command could spell
disaster."
Thakur, Sanjay Prasad (1999). "Size of investment, opportunity choice
and human resources in new venture growth: some typologies." Journal of
Business Venturing 14(May): 283-309.
Argues for the critical differences that HRM makes in the
development of new ventures.
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Hope that helps, Jim, others!
Tom.
Prof. Thomas A. Bryant, Ph.D.
The Bollinger Family Endowed Chair in Entrepreneurship
Nicholls State University, Thibodaux, LA 70310, USA
Tel: (985) 448-4179; e-mail:
tom.bryant@nicholls.edu