This paper analyzes from a resource-based view the management characteristics of Spanish small and medium enterprises (SMEs) according to their strategic orientation and the consequences in terms of firm performance and business efficiency. The typology of strategies formulated by Miles and Snow has important implications for management, because depending on the strategic orientation adopted-defender, prospector, or analyzer-the firm can emphasize to a great extent some aspects of management, such as technological position, innovation, organizational design, and human resource management. Moreover, these aspects of management can largely determine firm performance and business efficiency. A sample of 1,351 Spanish SMEs provided the data for an empirical test of these issues. The results confirm the expected relationships, revealing, on the one hand, significant differences between prospector and defender SMEs regarding the key factors on which they base their management characteristics and, on the other hand, the different influences that each strategic orientation has on firm performance.

This paper studies the relationships between family involvement and internationalization of family small and medium enterprises (SMEs), examining the effects exerted by the three main dimensions that comprise the concept of familiness: power, experience, and culture. Disentangling the influence of familiness dimensions lead us to discover the combined effects of family's governance, generation, and culture on SMEs' export activity. The results, using the F‐PEC scale over a sample of 500 Spanish firms, show that this multidimensional approach better identifies the determinants of the family SMEs' internationalization. Specifically, we find that the family experience and its culture orientation positively affect the firm's export activity, whereas family governance/management does not have any significant influence.

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This study characterizes employee compensation in family owned and managed firms compared to that in nonfamily firms and professionally managed family firms. The general results show that employee compensation differs between firms. This is an important finding because to understand employee compensation designs it is necessary to understand the role of ownership concentration and management composition in the firm, since the compensation components are explicitly defined according to risk sharing and to the interest of the owners, CEO, and employees.

información del artículo Historia del artículo: Recibido el 7 de abril de 2014 Aceptado el 17 de marzo de 2015 On-line el xxx Códigos JEL: D830 L250 M500Palabras clave: Gestión del conocimiento Prácticas estratégicas de recursos humanos Resultados de la empresa r e s u m e n La evidencia empírica previa señala que tanto la gestión del conocimiento como las prácticas de recursos humanos pueden interactuar de diversas formas para mejorar los resultados de la empresa. Partiendo de esta idea, el objetivo de este trabajo es proponer y contrastar un modelo que examina la gestión de recursos humanos como mecanismo catalizador de la efectividad de la gestión del conocimiento. Nuestros hallazgos confirman que las estrategias de codificación y personalización del conocimiento influyen positivamente en los resultados de la empresa a través de determinadas prácticas estratégicas de recursos humanos de alto rendimiento, lo que confirma el papel mediador de la gestión de recursos humanos en dicha relación y la necesidad de ajustar las prácticas de recursos humanos a las características estratégicas de la organización. © 2014 AEDEM. Publicado por Elsevier España, S.L.U. Este es un artículo Open Access bajo la licencia CC BY-NC-ND (http://creativecommons.org/licenses/by-nc-nd/4.0/). Knowledge management and firm performance: Mediating effect of human resource practices JEL classification: D830 L250 M500 Keywords: Knowledge management Strategic human resource practices Firm performance a b s t r a c tPrevious empirical evidence has suggested that both knowledge management and human resource practices can interact in order to improve firm performance. Based on this idea, the purpose of this study is to propose and test an integrative model that examines human resource management as a catalyst mechanism of the effectiveness of knowledge management. Our findings confirm that knowledge management strategies positively influences firm performance through certain high work performance human resource practices, highlighting the mediating role of human resource management in this relationship, and the need to align human resource practices with the organizational strategic characteristics. IntroducciónEn la actualidad la mayor parte de las empresas operan en entornos complejos y dinámicos en los que la competencia se incrementa continuamente y, como consecuencia, las fuentes tradicionales de ventaja competitiva no garantizan la supervivencia de la organización, generando la necesidad de una rápida adaptación que lleva a repensar y redefinir las estrategias de negocio * Autor para correspondencia.Correo electrónico: aaragon@um.es (A. Aragón Sánchez). (Pfeffer, 1994;Wernerfelt, 1984). Frecuentemente se debate sobre la necesidad de prestar mayor atención a los recursos estratégicos y su forma de gestión, sobre todo la de aquellos capaces de aportar valor económico, competitividad y/o sostenibilidad a las empresas. Según Barney (1991), son los recursos intangibles los que en mayor medida pueden convertirse en fuente de ventaja competitiva so...

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