Smaller but not necessarily weaker: How small businesses can overcome barriers to recruitment

Williamson, Ian O.; Cable, Daniel M.; Aldrich, Howard E.

doi:10.1016/s1074-7540(02)05005-5

Cited by 104 publications

(116 citation statements)

References 54 publications

Supporting

Mentioning

113

Contrasting

Unclassified

Order By: Relevance

“…Organizational awareness affects entrepreneurs in two ways (Williamson et al 2002). First, it affects them as job seekers cannot be attracted to apply for a position at a firm they are not familiar with, i.e.…”

Section: Challenges In Recruitmentmentioning

confidence: 99%

“…Due to their inexperience with hiring employees, these entrepreneurs cannot provide this labour market signal; in addition, there are no individuals that have filled this job position previously compared to established firms in the industry (Aldrich and Ruef 2006). So even if these new ventures are known by the job seeker and do not suffer from resource constraints as such, job seekers are not able to assess whether the entrepreneur is a desirable or attractive employer (Williamson et al 2002).…”

Section: Challenges In Recruitmentmentioning

confidence: 99%

“…Not being able to attract the necessary human resources is also recognized to be detrimental to the survival of the business (Katz et al 2000;Leung et al 2006), and it is also among the most cited threats to business growth (Williamson et al 2002;Lee 2014). Empirical evidence confirms that new ventures with more employees outperform other new ventures taking into consideration a broad range of performance indicators like survival, growth, profitability and initial public offering (Shane 2003, p. 239;.…”

mentioning

confidence: 99%

“…Despite the importance and benefits of human resources, recruiting employees is far from an easy task for entrepreneurs as recruitment and selection are affected by a combination of organizational attributes (including characteristics of the entrepreneur), organizational legitimacy and labour market characteristics. In particular, recruiting qualified employees with the desired set of skills and competences is a challenge (Williamson et al 2002;Aldrich and Ruef 2006).…”

mentioning

confidence: 99%

See 3 more Smart Citations

My first employee: an empirical investigation

2016

View full text Add to dashboard Cite

The challenge for solo entrepreneurs to add their first employee is arguably the single biggest growth event facing any growing firm. To understand how this event affects performance, and the antecedents of hiring, we analyse Danish matched employer-employee data. Those who hire enjoy superior sales outcomes in subsequent years, while the dispersion in profits increases. Furthermore, those that hire enjoy faster sales growth in the previous year, suggesting that sales growth precedes the first hire.Finally, we show that founders with a stronger profile in terms of education and previous income are more likely to increase profits, while the characteristics of the employee are less important. The latter finding is important from a job creation perspective, in light of the suggested sorting of more marginalized employees into new and established firms.

show abstract

Section: Challenges In Recruitmentmentioning

confidence: 99%

Section: Challenges In Recruitmentmentioning

confidence: 99%

mentioning

confidence: 99%

mentioning

confidence: 99%

See 2 more Smart Citations

My first employee: an empirical investigation

2016

View full text Add to dashboard Cite

show abstract

“…It has been suggested that adoption of particular HRM practices can boost small and medium firm performance and enhance their long-term competitiveness (e.g. [5,6,7,8,9]). One of the reasons why HRM might be a source of sustainable competitive advantage is that the advantages gained through HR become the firm's intangible assets that are valuable, rare and difficult to imitate [10].…”

Section: Human Resource Management In Smes: a Literature Reviewmentioning

confidence: 99%

An Innovative Approach to Human Resource Management in Small and Medium Enterprises: The SHARPEN Project

Moš¹

2017

ACC

View full text Add to dashboard Cite

The aim of this paper is to bring a new perspective to how Human Resource Management (HRM) in Small and Medium Enterprises (SMEs) is performed and supported. SMEs in Europe are facing several challenges in the field of HRM and the SHARPEN project aims to deliver solutions to these challenges based on specific needs of regional SMEs. The SHARPEN project will develop a university taught learning module focusing on HRM in SMEs and a Handbook of HRM that will provide SMEs with compact HRM knowledge and tools. Both of these outputs will be supported by cross-regional research performed in 5 project regions of the EU. The overall result of the project should be a better state of HRM in SMEs due to new, easily accessible knowledge and tools as well as more attention given to the challenges facing SMEs in the area of HRM.

show abstract

Contingent labor as an enabler of entrepreneurial growth

Cardon

2003

Human Resource Management

View full text Add to dashboard Cite

Smaller but not necessarily weaker: How small businesses can overcome barriers to recruitment

Cited by 104 publications

References 54 publications

My first employee: an empirical investigation

My first employee: an empirical investigation

An Innovative Approach to Human Resource Management in Small and Medium Enterprises: The SHARPEN Project

Contingent labor as an enabler of entrepreneurial growth

Contact Info

Product

Resources

About