Workplace Flexibility Practices in SMEs: Relationship with Performance via Redundancies, Absenteeism, and Financial Turnover

Whyman, Philip B.; Petrescu, Alina Ileana

doi:10.1111/jsbm.12092

Cited by 36 publications

(43 citation statements)

References 109 publications

(205 reference statements)

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“…Mesu et al (2013) found that SMEs use both functional and working time flexibility practices. Whyman and Petrescu (2015) found also in their UK-study that SMEs use all kinds of workplace flexibility practices, such as functional, working time and contractual practices. Mihail (2004) found that Greek SMEs rely more on internal flexibility practices, such as functional and time flexibility practices.…”

Section: Theory On Labour Flexibility In Smesmentioning

confidence: 89%

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Labour flexibility practices in Dutch SMEs

Leede¹,

Drupsteen

Schrijver

et al. 2019

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Purpose -The purpose of this paper is to understand how small and medium enterprises (SMEs) cope with the need for labour flexibility. Most previous studies ignore the labour flexibility practices of SMEs, especially in times of economic growth and tight labour markets. Design/methodology/approach -A multiple case study approach is applied, with ten Dutch SMEs located in one small province with a similar labour market. A survey was executed as an intake, followed by 48 interviews with the entrepreneurs, HR and other managers and employees, and two focus groups in each company. The findings are based on an analysis of the approved case descriptions. Findings -SMEs, like big companies, do not rely on one flexibility practice. Volume fluctuations are countered with all flexibility strategies, the mix fluctuations and the product innovations are mostly countered with flexible functions and flexible production technology. In general, the data suggest that flexibility strategies of SMEs can be characterised as ad hoc, reactive and with a short-term orientation.Research limitations/implications -Future research should include other sectors and regions enabling to generalise the findings. Future research should have a longitudinal design to include the pathway dependencies of flexibility practices. Practical implications -This study identifies the need to analyse flexibility demands; reduce flexibility demands before investments in flexibility practices; create production process flexibility; invest in labour flexibility practices only after the first three steps are taken; and develop basic and more advanced levels of flexible contracts, flexible functions and flexible working times. Originality/value -This study contributes to the authors' knowledge on the use of labour flexibility practices in SMEs. In addition, it brings empirical data on how these labour flexibility practices relate to the needs for flexibility and how they relate to other sources of organisational flexibility, such as a flexible market approach and flexible production technologies. Dynamic capabilities should include the suggested operationalisation of the flexibility practices.

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Section: Theory On Labour Flexibility In Smesmentioning

confidence: 89%

“…One of the challenges of SMEs is their ability to cope with demand fluctuations (Wilkinson, 1999; Matejun, 2014; Whyman and Petrescu, 2015; Kotey, 2017). Given their impact on the labour market, it is relevant to know how small enterprises deal with flexibility.…”

Section: Introductionmentioning

confidence: 99%

Labour flexibility practices in Dutch SMEs

Leede¹,

Drupsteen

Schrijver

et al. 2019

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“…; Cegarra‐Leiva et al . ; Whyman and Petrescu ). However, only Atsumi () explores the processes of mutual adjustment, describing cases of female‐dominated firms in Japan that employ locally, and are characterized by close relationships and a long‐term view of performance.…”

Section: Management Of the Return To Workmentioning

confidence: 97%

“…Small and medium‐sized enterprise mutual adjustments are often made silently and rely on presumptions of the other party's interests (Wapshott and Mallett ) and, in maternity management, are likely to be shaped by gendered assumptions about mothering work and mothers’ capacities. The literature on maternity management in SMEs largely neglects these silent negotiations, although there is evidence of small employers’ biased expectations of mothers (Woodhams and Lupton ) and that women's assumptions about organizational resource constraints and colleagues’ interests can curtail their expectations of adjustments (Atsumi ; Whyman and Petrescu ).…”

Section: Management Of the Return To Workmentioning

confidence: 99%

Maternity Management in SMEs: A Transdisciplinary Review and Research Agenda

Stumbitz

Lewis

Rouse

2017

Int J Management Reviews

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This paper provides a transdisciplinary critical review of the literature on maternity management in small and medium-sized enterprises (SMEs), embedded within the wider literatures on maternity in the workplace. The key objectives are to describe what is known about the relations that shape maternity management in smaller workplaces and to identify research directions to enhance this knowledge. The review is guided by theory of organizational gendering and small business management, conceptualizing adaptions to maternity as a process of mutual adjustment and dynamic capability within smaller firms' informally negotiated order, resource endowments and wider labour and product/service markets. A context-sensitive lens is also applied. The review highlights the complex range of processes involved in SME maternity management and identifies major research gaps in relation to pregnancy, maternity leave and the return to work (family-friendly working and breastfeeding) in these contexts. This blind spot is surprising, as SMEs employ the majority of women worldwide. A detailed agenda for future research is outlined, building on the gaps identified by the review and founded on renewed theoretical direction.

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“…The literature on SMEs has recognized the ability of these firms to adapt their business model; moreover, it has identified numerous factors contributing to innovation such as management strategic orientation, networking, customer demand, and the internal culture. Also important is their flexibility to adjust inputs, improve technological methods and products continuously, and modify prices rather quickly according to changes in the external environment (Reid, 2007;Laforet, Tan, 2006;Whyman, Petrescu, 2013).…”

Section: Innovation As the Driving Force To Competementioning

confidence: 99%

Innovation in Small and Medium Enterprises in the United Arab Emirates

Schilirò¹

2015

International Journal of Social Science Studies

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This article focuses on innovation as the main driver of the competitiveness and market success of small and medium enterprises in the United Arab Emirates. The study overviews the still limited literature dedicated to innovation in SMEs in the UAE. It also analyzes the innovation model of small and medium enterprises in the UAE, and focuses particularly on Dubai's SMEs. The article highlights the need to strengthen the entrepreneurial culture and promote the development of innovative SMEs with high value added in the UAE.The general purpose of this study is to contribute to the business and innovation literature on SMEs in the context of an emerging economy, namely the United Arab Emirates.

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Workplace Flexibility Practices in SMEs: Relationship with Performance via Redundancies, Absenteeism, and Financial Turnover

Cited by 36 publications

References 109 publications

Labour flexibility practices in Dutch SMEs

Labour flexibility practices in Dutch SMEs

Maternity Management in SMEs: A Transdisciplinary Review and Research Agenda

Innovation in Small and Medium Enterprises in the United Arab Emirates

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