Human Resource Management Practices and the Importance of Managers' Perceptions

Abstract

We argue that managers likely differ in the degree to which they accurately perceive the business environment, and that these differences should ultimately be refl ected in business outcomes.

Significant Aspects of Managing Personnel Risk in the SME Sector

“…Altogether, this paper analyzes business owners' and managers' opinions regarding personnel risk in the current situation in the Czech Republic and Slovakia. Studies indicate that top-level managers with better and more accurate perceptions tend to implement strategies that could have the most impact on the firms' performance (Castrogiovanni et al, 2011). Indeed, the above-mentioned literature highlights the importance of personnel risk in the SME segment for its stability and expansion.…”

The performance of international small and medium‐sized enterprises: Overview and future research directions

“…Management team. A successful internationalization process requires specific managerial skills such as prior international experience (Alaoui & El Makrini, 2014;Filatotchev et al, 2009;Hsu et al, 2013a;Lecerf, 2012;Musteen et al, 2010), ability to set international development objectives (Okpara & Kumbiadis, 2008;Suh & Kim, 2014), ability to coordinate activities in different markets (Alaoui, 2013;Alaoui & El Makrini, 2014), ability to develop international business networks (Filatotchev et al, 2009;Mort & Weerawardena, 2006;St-Pierre et al, 2013), possession of or ability to develop an international vision or mentality (global mindset) (Ciszewska-Mlinarič & Mlinarič, 2010;Kuivalainen et al, 2010;Srivastava & Srivastava, 2019), expertize in recruitment to identify candidates able to manage international activities (Alaoui, 2013), international trade employee and manager qualifications (Francioni et al, 2015;Hsu et al, 2013b;Lecerf, 2012;Love et al, 2016;Prange & Pinho, 2017;Saeed & Ziaulhaq, 2019), human resources management expertize adapted to an international context (Castrogiovanni et al, 2011;Purchase, 2011;Ruzzier, Antoncic, Hisrich, & Konecnik, 2007), and effective internal communication of the challenges and objectives related to the organization's international development (Alaoui & El Makrini, 2014). -435 Alaoui and El Makrini (2014) suggest that in relation to the role of CEO in an international SME omnipotence is an obstacle to successful international development: that is, it is unlikely that a single individual would combine the multiple competences mentioned above, and thus sound management of international activities would seem to require some sharing of decision-making and managerial power.…”

La performance des PMEs internationales: État des lieux et pistes de recherches futures

“…L’équipe dirigeante . La bonne conduite du processus d'internationalisation requiert des compétences particulières de la part des dirigeants, telles que la possession d'une expérience préalable à l'international (Alaoui et El Makrini, 2014; Filatotchev, Liu, Buck et Wright, 2009; Hsu, Chen et Cheng, 2013a; Lecerf, 2012; Musteen, Francis et Datta, 2010), la capacité de fixer des objectifs dans le développement à l'international (Okpara et Kumbiadis, 2008; Suh et Kim, 2014), la capacité à coordonner des activités sur différents marchés (Alaoui, 2013; Alaoui et El Makrini, 2014), la capacité à développer un réseau d'affaires à l'international (Filatotchev et al., 2009; Mort et Weerawardena, 2006; St‐Pierre, Sanchez, Raymond et Lacoursière, 2013), la possession ou le développement d'une vision ou mentalité internationale ( global mindset ) (Ciszewska‐Mlinaric et Mlinariè, 2010; Kuivalainen, Puumalainen, Sintonen et Kyläheiko, 2010; Srivastava et Srivastava, 2019), le recrutement de collaborateurs spécialement affectés à la gestion des activités internationales (Alaoui, 2013), le niveau de qualification des employés et du dirigeant au commerce international (Francioni, Musso et Cioppi, 2015; Hsu, Chen et Cheng, 2013b; Lecerf, 2012; Love, Roper et Zhou, 2016; Prange et Pinho, 2017; Saeed et Ziaulhaq, 2019), la gestion des ressources humaines adaptée au contexte international (Castrogiovanni, Garrigos‐Simon et Peris‐Ortiz, 2011; Purchase, 2011; Raymond et St‐Pierre, 2013; Ruzzier, Anoncic, Hisrick et Konecnik, 2007a) et une communication interne efficace des enjeux et objectifs liés au développement international de l'entreprise (Alaoui et El Makrini, 2014).…”