The objective of this study is to explore the changing nature of people management on the under-researched area of small and medium-sized enterprises (SMEs) in China. A mix of research methods, which combined a survey approach with in-depth, semistructured interviews, was adopted. The major characteristics of people management in China's SMEs were then identified. Problems and difficulties that may occur during HRM take-up were illustrated. Key factors influencing the nature of people management in China's SMEs were highlighted. People management in SMEs in China was compared and contrasted with Western HRM models. The findings indicate that a relative convergence with Western HRM practice, although one that is strongly influenced by unique 'Chinese characteristics', will be the trend of development of people management in China's SMEs. The study leads to a better understanding of SMEs in China and helps fill some of the gaps in the analysis of management in China. Since, in the presence of cultural disparities, organizational practices and their effectiveness may differ from those in the West, the findings of the study contribute not only to the development of SMEs, but also to the debates of possible convergence or continuation of differences in management practice worldwide.

With all the cacophony of comment on China's rapid economic development and the emergence of its large firms, the important role of small businesses has received less attention. Therefore, this paper looks at the key area of small and medium sized enterprises in China. In particular, it provides an overview of such firms, detailing their emergence, development, and the opportunities and challenges facing them. Given the importance of employees and their management, we look at human resource management in light of whether practice transfers occur, resulting in some convergence of practice, versus reasons for continuing distinctiveness in the Chinese context.

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Purpose -The purpose of this article is to emphasise the development, importance and pressures on the under-researched area of Chinese small and medium-sized enterprises (SMEs) and human resource management (HRM) and provide a review and research agenda, especially relating to the debate on convergence vis-à -vis divergence. Design/methodology/approach -Recent research papers are discussed and possible convergence and the pressures on HRM and its practice in Chinese SMEs are examined. Key elements in Chinese HRM are highlighted. Four main dimensions of HRM are compared in terms of western and Chinese characteristics and their cultural impacts and problems. A conceptual framework to locate influences on Chinese HRM is outlined as well as a set of propositions for future research and examination of key HRM areas. Findings -The continuing influences on HRM suggest that a distinctly Chinese HRM approach combining western practice with Chinese characteristics may be one way for SMEs to develop. Originality/value -It is central to a better understanding of Chinese SMEs and helps fill some of the gap in the analysis of HRM in Chinese SMEs. It also offers insights which managers, policy makers and Chinese government can use to construct and reform the supporting system for SMEs.

China's economic and enterprise reforms since 1978 have dramatically altered the structure and dynamics of its enterprises. One of the most remarkable changes during the entire reform process is the rapid growth of small and medium-sized enterprises (SMEs). By looking at its thirty-year development, the contribution provides a thorough review of China's SME since 1978. It illustrates that the development of Chinese SMEs followed a principle of pragmatism. It shows that while the progress has been strongly affected by government policies and regulations, the emergence and expansion of SMEs are closely linked with social and economic problems that occurred during economic transitions and institutional changes. The key factors that affect SME development are identified, especially relating to cultural and institutional influences. The opportunities and challenges for SMEs in the new economic environment are discussed with special focus on their integration in the global economy. The issues of management development in SMEs are examined generally and in the Chinese context. Although major problems may differ at each stage of the reforms, evidence shows an increasing importance of SMEs in China's transformation to both modernization and industrialization. Indeed, SMEs have become the driving power in China's socialist market economy.