A consideration of organisational sustainability in the SME context

Abstract

Purpose -The purpose of this paper is to consider organisational sustainability in the small-to medium-sized enterprises (SME) context focussing on a resource-based view. The paper overlays two contrasting perspectives: those of the SME and human resource (HR) perspectives to allow for the development of a composite model of organisational sustainability for SMEs. Design/methodology/approach -The paper overlays four models of Carson's (1985Carson's ( , 1990 small firm evolution and unique characteristics of SMEs; Wright et al.'s (2001) pertaining to the application of the resource-based view of the firm perspective to strategic HR and Boudreau and Ramstad (2005) model of effectiveness, efficiency and impact of talentship. The paper, in particular, considers the human resource management (HRM) perspectives pertaining to the overlay and considers how these might impact organisational sustainability. Findings -An outcome of the paper is the development of a composite model to the SME and HR perspectives of organisational sustainability and its applicability to the SME context. Research limitations/implications -The paper suggests a number of emergent areas for future research. Future research should focus on the intangible aspects and softer elements of the organisational resource base. The majority of work in this area is grounded in the positivist paradigm. Future research should consider a pluralists perspective and draw on traditions of the post-positivist paradigm, for example, social constructionism. Practical implications -SME-support agencies and consultants who work with SMEs need, therefore, to work with them in assessing their competency spectra and then to help them develop the talent pools required to effect continued growth and success. In doing so SMEs need to be guided towards a better understanding of the traditional temporal cycle of recruitment; in essence, they need to ensure that they have the right competency set in situ in the early stages of the firms' development. Originality/value -This paper is unique in its approach to the examination of sustainability within the context of SMEs and, in particular, the HRM aspects which contribute towards organisational survival, growth and sustainability.

Resource and Information Access for SME Sustainability in the Era of IR 4.0: The Mediating and Moderating Roles of Innovation Capability and Management Commitment

“…This study has sought to tackle an important area in SME sustainability, and explore the importance of resources, information and innovation capabilities based on the NRBV. The study focuses on SMEs because, generally, the vast majority of studies in this area have concentrated on large firms, to the exclusion of SMEs [157].…”

Energy eco‐innovations for sustainable development: Exploring organizational strategic capabilities through an energy cultures framework

“…Similarly, for developing a pro‐environmental capability, it is suggested that simply having the physical resources is not enough to develop a capability or competence in an organization (Delmas et al, ; Ketata et al, ). It is suggested that organizational learning is crucial to facilitate the development of capabilities and competencies (Barney et al, ; Darcy, Hill, McCabe, & McGovern, ). Learning is developed internally through the way that resources (intangible and tangible) are bundled and also from the external environment—termed the “absorptive capacity” of a firm.…”

Diffusion of Lean Construction in Small to Medium-Sized Enterprises of Housing Sector

“…In this structure, the management and operational layers merge to create a simple organizational structure (Alquda et al 2018). In general, managers in SMEs are more independent; use multitasking, highly personalized, and operate in a particular area (New Zealand Government 2006;Darcy et al 2014;Inan and Bititci 2015;Ghodrati et al 2018;Tezel et al 2018;Yadav et al 2019). It gives SMEs unique characteristics that are put in contrast to those of large enterprises in Table 1.…”