Linking corporate entrepreneurship and human resource management in SMEs

Abstract

PurposeThis article seeks to analyse the human resource management (HRM) practices adopted in small and medium‐sized enterprises (SMEs) for promoting corporate entrepreneurship (CE) in the Spanish context. The specific objectives of the inquiry revolve around two main research questions: What HRM practices are most beneficial for promoting CE in SMEs? How do HRM practices promote an appropriate working environment for CE in SMEs?Design/methodology/approachThe idea of human resource practices as a key resource is analyzed in the framework of a broader perspective of strategic management known as the resource‐based view of the firm. Additionally, literatures concerning CE and HRM in small firms are integrated and reviewed. The empirical study is carried out by adopting a multiple‐case study approach.FindingsEvidence shows that the creation of personal relationships and the development of an open communication between owner‐managers and employees, and among employees themselves, can help to explain the dynamics of entrepreneurial behaviors within small firms. The openness in the communication is important, not only for promoting CE activities, but also for creating the most appropriate work environment to carry out other resource management practices that stimulate entrepreneurial behaviors.Originality/valueThis study integrates the research on CE and HRM practices in a field of study rarely analyzed, such as Spanish SMEs. The approach shows that there is sound evidence supporting the importance of analyzing the factors leading to the emergence of CE, including intangible resources such as the human resource practices that increase the employees' entrepreneurial attitudes.

The Effect of Cultural Factors on Social Entrepreneurship: The Impact of the Economic Downturn in Spain

“…Literature on entrepreneurship considers the relevance of perceived opportunities for both to create start-ups and to develop entrepreneurial processes within firms (Castrogiovanni, Urbano, & Loras, 2011). In the social entrepreneurship area, Perrini, Vurro, and Costanzo (2010) describe how social entrepreneurial opportunities are identified, evaluated, exploited and scaled up.…”

Leadership Styles and Innovative Entrepreneurship: An International Study

“…Such a study would reveal which support bodies, academic institutions and organizational training programs contribute most to the development of participative leadership and its characteristics, and how talented participative leaders are converted into innovative entrepreneurs. Finally, filtering and learning processes that promote participative leadership are also likely to produce innovation in terms of organizational intrapreneurs (''internal'' entrepreneurs as generators of new ideas within the organization) or entrepreneurs (''externals'') as crea-tors of new innovative firms (Bjornskov and Foss 2013;Castrogiovanni et al 2011;Urbano et al 2013). In this line, further research would also be needed to understand the extent to which intrapreneurship generates the knowledge necessary for a participative leader to visualize him-or herself as a future entrepreneur.…”

Work values in a changing economic environment: the role of entrepreneurial capital

“…These changing economic conditions explain some of the shifts from the established work environment and the traditional patterns of employment (Castrogiovanni et al, 2011).…”