Examining the relationship between human resource management practices and employee creativity: the mediating role of organizational learning capability

African Journal of Economic and Management Studies, Journal Year: 2025, Volume and Issue: unknown

Published: Jan. 17, 2025

Purpose Learning capability improves knowledge resources fosters innovative capabilities and firm competitiveness. The study aims to examine the human resource management (HRM) practice employee creativity relationship using organizational learning (OLC) as a mediating variable. Design/methodology/approach Data were collected from 67 small-sized 96 medium-sized firms. Confirmatory factor analysis was applied establish construct validity reliability. Structural equation modeling used evaluate proposed model hypotheses. Findings results show that performance appraisal positively related. Employee participation Compensation nonsignificantly OLC mediates relationship. Similarly, However, did not mediate compensation Research limitations/implications Due research’s SME focus cross-sectional data, finding’s generalizability will be constrained. Practical implications findings of would useful policymakers, stakeholders SMEs in developing supportive climate promotes experiential continuous cultures ensure strategic capabilities, sustainable competitive advantage innovativeness. Originality/value contributes extant literature on OLC, HRM practices by empirically evidencing appraisal,

Language: Английский

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Talent development through intrapreneurship: a human-capital approach in French SMEs

European journal of training and development, Journal Year: 2025, Volume and Issue: unknown

Published: Feb. 28, 2025

Purpose The purpose of this study is to investigate talent development (TD) through the lens intrapreneurship within small and medium-sized enterprises (SMEs) in French context. Grounded human capital theory, authors aim identify challenges, competencies role actors involved process TD. This approach would provide a clearer more nuanced understanding how SMEs implement manage TD while identifying key associated with these practices. Design/methodology/approach adopts qualitative methodology, drawing insights from 22 semi-structured interviews conducted HR managers, managers CEOs across 15 operating diverse sectors France. data rigorously analyzed using thematic analysis, enabling identification themes patterns that emerged organically participants’ perspectives. Findings results three critical approaches for successful SMEs, consistent principles theory. First, embrace an inclusive where all employees are considered opportunities, rather than focusing solely on high-potential individuals. Second, broaden tripartite competency framework equip intrapreneurial – cognitive, functional behavioral innovation, idea generation implementation phases project. Third, not only emphasize line driving TD, but also actively delegate responsibilities traditionally managed by departments or CEOs, positioning as pivotal agents embedding practices into daily operations. enables cultivate culture aligning management efforts strategic growth objectives SMEs. Practical implications should adopt strategies, offering opportunities foster innovation adaptability. A structured framework, rooted model savoir, savoir-faire savoir-être equips skills essential developing capabilities. balanced compensation systems recognize both individual team contributions, when must ensure needs identified aligned organizational goals empowerment. To support this, targeted training resources enhancing their effectiveness promoting intrapreneurship. Originality/value among few specifically illustrating organic structures delegation can enhance model. By comparing other international frameworks, research brings holistic, context-sensitive fosters collective intelligence alignment management.

Language: Английский

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Talent management in small and medium-sized enterprises: towards an integrative multilevel approach in the French context

Employee Relations, Journal Year: 2024, Volume and Issue: 46(5), P. 1191 - 1216

Published: July 11, 2024

Purpose This research seeks to unveil an integrative perspective on talent management (TM) in small and medium-sized enterprises (SMEs), particularly through a multilevel approach within the French context. Drawing dynamic capability theory focusing SMEs as rich domain for studies, aims elucidate how these operationalize TM while addressing integrating their distinct capabilities requirements, internal dynamics challenges. Design/methodology/approach Through study based qualitative approach, we collect data from 15 SMEs. In total, 20 semi-structured interviews with individuals different levels, managing working SMEs, were conducted analyzed thematically identify patterns across all Companies interviewees represented variety of sectors such telecommunication, high-tech, circular economy, etc. Findings We present describing TM. Across three main levels (organizational, collective individual) key SMEs’ capabilities, our results underscore significance top commitment SMEs' assessment involvement line managers facilitating strategic agility cultivating ecosystem outcomes driving reconfiguration, extending beyond mere TM-level integrations articulations. address findings foreign intending enter context actors importance contextual issues level articulations calling future group-level managers’ roles Originality/value article moves towards view fertile ground studying As part recent studies broader European competitive context, it expands by accommodating unique challenges that they encounter TM, especially when compared multinational (MNEs).

Language: Английский

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The effect of ability, motivation and opportunity (AMO) on SMEs' innovation performance

Creativity and Innovation Management, Journal Year: 2023, Volume and Issue: 33(1), P. 21 - 38

Published: Dec. 5, 2023

While there is extensive research on SMEs' innovation, limited attention has been given to the specific implications of HRM practices in fostering innovation this sector. This represents a critical gap, considering unique challenges faced by SMEs managing their human resources. Accordingly, study, we developed and validated conceptual model that evaluates ability enhance performance through adoption relate employees' abilities, motivations opportunities (AMO). Data was collected survey manufacturing France. Overall, findings contribute literature shedding light mediating role between HR‐enhancing SMEs. In addition, analysis highlights importance shaping workforce capabilities influencing organizational performance. Moreover, it emphasizes structured attracting retaining high‐quality resources, akin larger companies. These have practical for SME owners, managers policymakers seeking foster context.

Language: Английский

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Web-based occupational stress prevention in German micro- and small-sized enterprises – process evaluation results of an implementation study

BMC Public Health, Journal Year: 2024, Volume and Issue: 24(1)

Published: June 17, 2024

Abstract Background Structural and behavioral interventions to manage work-related stress are effective in employees. Nonetheless, they have been implemented insufficiently, particularly micro- small-sized enterprises (MSE). Main barriers include a lack of knowledge limited resources, which could potentially be overcome with simplified web-based alternatives for occupational prevention. However, there is implementation research about prevention realistic settings MSE. Objective The aim this study evaluate the process success an integrated platform (“System P”) identify potential its uptake use MSE Germany. Methods This mixed-methods approach investigates eight process-related outcomes quantitative part I (adoption, reach, penetration, fidelity/dose, costs, acceptability) qualitative II (acceptability, appropriateness feasibility). Part has pre-post design two measurements (6 months apart) 98 individual participants consists 12 semi-structured interviews managers intercorporate stakeholders. Results revealed shortcomings process. Adoption/Reach: Despite extensive marketing efforts, less than 1% contacted responded offer System P. A total 40 registered, 24 which, characterized by good psychosocial safety climate, adopted Penetration: Within these MSE, 15% employees used system. Fidelity/Dose: 11 started risk-assessment (PRA), no finished it. stress-management training (SMT) was 25 users completed 8. Costs: P free charge, but time required engage indirect cost. added insights on perception intervention: Acceptance stakeholders it assessed as appropriate feasibility were mixed. Conclusions Although generally perceived useful appropriate, only small number intended. Prior experience sensitivity (stress) mentioned key facilitators, while (perceived) costs barrier. Enabling independently online did not result successful implementation. Increasing external support solution. ⁺ Full project name “PragmatiKK – Pragmatische Lösungen für die Implementation von Maßnahmen zur Stressprävention Kleinst- und Kleinbetrieben” (= Pragmatic solutions micro enterprises). Trial registration German Register Clinical Studies (DRKS) DRKS00026154, date 2021-09-16.

Language: Английский

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Talent philosophies and institutional factors as determinants of talent management in SMEs: a French country-specific empirical investigation

Personnel Review, Journal Year: 2024, Volume and Issue: unknown

Published: Nov. 13, 2024

Purpose Talent management (TM) is a crucial strategic issue for global organizations, extending beyond multinationals and big companies to encompass small medium-sized enterprises (SMEs) contexts outside the Anglo-Saxon sphere. However, TM in SMEs still under-researched, with lack of studies evidence on determinants practice. This study explores, using lens institutional theory, how talent philosophies combination factors shape French SMEs, highlighting interplay between these elements within specific context SMEs. Design/methodology/approach Given limited knowledge about need uncover understand phenomenon investigated, this exploratory nature lends itself qualitative research approach. In-depth semi-structured interviews 27 CEOs, managers, HR managers across 15 France provided comprehensive cross-industry perspective. Findings The reveals that are predominantly inclusive development-oriented, influenced by such as cultural logic proximity personalization, state support mechanisms like Fonds Unique Interministériel ( FUI) legal frameworks emphasize equal opportunity. Organizational size foster community-focused, egalitarian approach, while ownership vulnerability lead reactive informal strategy. presents model links approaches observed illustrating centralized control egalitarianism practices. Research limitations/implications paper highlights more empirical philosophies, organizational not only but also comparison multinational (MNEs), through theory. Particular attention should be paid homogenization SME sizes based their level establishment. Originality/value extends from perspective utilizing insights It among few new highlight contextual issues well practiced depending internal external factors.

Language: Английский

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Decoding informal networks in small and medium-sized enterprises: the dynamics of wasta

Employee Relations, Journal Year: 2025, Volume and Issue: unknown

Published: April 15, 2025

Purpose Wasta, as an informal network perspective, is deeply embedded in Arab culture and well documented for its impact on human resource (HR) decisions. However, most studies have focused large organizations or the public sector, leaving a significant gap understanding role of networks within small medium-sized enterprises (SMEs), particularly specific institutional contexts broader Middle East North Africa (MENA) region and, more specifically, Tunisia. This study investigates factors that drive SMEs Tunisia to adopt HR practices – wasta explores implications these organizational performance employee relations. Design/methodology/approach Drawing theory perspectives, this research adopts qualitative approach, utilizing 25 semi-structured interviews with managers SME owners from 15 Tunisian SMEs. The data were thematically analyzed uncover patterns insights across all participating Findings findings reveal operate under dual pressures: formal constraints, characterized by rigid legal bureaucratic requirements, normative cultural expectations prioritize social obligations loyalty over merit. These pressures compel practical solution navigating complex environments, thereby institutionalizing practices. Recently, practice has evolved into what can be termed digital-wasta, where online networks, tech communities, media platforms are leveraged sustain culturally using personal connections business advantages virtual setting. While both traditional digital-wasta facilitate quick decision-making help maintain operational efficiency, they also perpetuate nepotism exclusion, limit workforce diversity undermine motivation trust. Consequently, reliance poses challenges implementation modern management (HRM) strategies, resource-constrained environments like Originality/value paper offers novel application explore enduring presence frameworks SMEs, even amidst economic liberalization modernization. It new how function MENA introduces concept highlighting technological advancements reshaping not only advances HRM discourse examining interacts principles, shaping workplace dynamics relations, but prevailing assumptions about forces sustaining wasta, contributing debates merit-based HRM. Finally, it guidance policymakers, leaders expatriates tension between tradition

Language: Английский

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HPWPs, Creativity, and Innovative Performance: Moderating Role of Knowledge Sharing

Asia Pacific Journal of Human Resources, Journal Year: 2025, Volume and Issue: 63(2)

Published: Feb. 14, 2025

ABSTRACT This paper examines the effect of high‐performance work practices (HPWP) on innovation performance in SME context, particular how creativity and knowledge sharing support this linkage. The study draws social cognitive theory ability, motivation, opportunity (AMO) framework to outline a moderated mediation model unpacking critical, but underexplored, link between HPWP employee SMEs. Hypotheses are tested through time‐lagged (T1 T2), multisource (dyadic, i.e., 269 sample including employees managers) data from SMEs Pakistan. findings provide for hypothesized relationships that mediates positive association performance, acts as key moderator. These important guidelines seeking innovate future, highlighting not just importance significantly they operate foster leverage behavior.

Language: Английский

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New venture employee accountability: an analytic-holistic cognition theory

The International Journal of Human Resource Management, Journal Year: 2025, Volume and Issue: unknown, P. 1 - 36

Published: March 2, 2025

Language: Английский

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A review of the empirical literature on ‘engagement’ within the context of entrepreneurship and small business management

The International Journal of Human Resource Management, Journal Year: 2025, Volume and Issue: unknown, P. 1 - 26

Published: March 17, 2025

Language: Английский

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