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Motivations and access to resources for venturing differ between men and women. In developing countries, there has been an increase in businesses that do not have a specific location and persist in informality. This research aimed to evaluate, from a gender perspective, the moderating effect of the decision not to have a place in the relationship between human capital (education, experience and type of entrepreneurship) and business informality.

Using the National Household Survey 2014–2018, a sample of 50,313 Peruvian entrepreneurs was obtained − 23,314 women and 27,002 men – who have been in business for over three years. The data were analysed with logistic regression.

The results showed a moderating effect of entrepreneurship without a settled location on the relationship between education and informality in the case of women. And, for men, the moderating impact falls on the education, experience and reason for venturing that influences the formality of their businesses.

The problem of business informality of established companies with more than 42 months of operation is analysed. The moderating effect of the decision not to have a specific location on the relationship between human capital and informality is explored. This work extends business informality studies in Latin America developing countries, incorporating a gender perspective.

Las motivaciones y el acceso a recursos para emprender son diferentes entre hombres y mujeres. En países en desarrollo, se han incrementado los negocios que no disponen de un local específico y persisten en la informalidad. El objetivo de esta investigación fue evaluar, desde una perspectiva de género, el efecto moderador de la decisión de no disponer de un lugar específico en la relación existente entre el capital humano (educación, experiencia y tipo de emprendimiento) y la informalidad empresarial.

Se utilizó la Encuesta Nacional de Hogares 2014–2018, donde se obtuvo una muestra de 50.316 microempresas peruanas −23.314 lideradas por mujeres y 27.002 lideradas por hombres— con más de tres años de operación. Los datos fueron analizados con la técnica de regresión logística.

Los resultados mostraron un efecto moderador de los negocios sin local específico sobre la relación entre la educación y la informalidad en el caso de las mujeres. Y, para los hombres, el efecto moderador recayó sobre la educación, experiencia y el tipo de emprendimiento que influye sobre la formalidad de sus negocios.

Se analiza la problemática de la informalidad en las empresas establecidas con más de 42 meses de operación. Se explora el efecto moderador en la decisión de no tener un local específico en la relación entre capital humano e informalidad. Este estudio amplía los estudios de informalidad empresarial en países en desarrollo de América Latina, incorporando una perspectiva de género.

The formalization of a company is a process that requires compliance with standards established by government institutions. In developing countries, many businesses start this process, but do not finish it, with different levels of formality. The objective of this research is to analyze how the perception of entrepreneurs about bureaucratic procedures and the sector determine the level of formality regarding an established company that has taken the first step to formality.

The National Survey of Micro and Small Enterprises (MSEs) is used with a sample of 4,619 Peruvian MSEs with more than three years of operation within the manufacturing and services sector. The data are analyzed with the ordered logistic regression technique.

The results show that the more favorable the perception of entrepreneurs about the ease of bureaucratic procedures, the higher the level of business formality; and companies in the manufacturing sector are less formal than those in the services sector. In addition, the perceptions of entrepreneurs positively moderate the level of formality in the case of companies in the manufacturing sector.

Levels of formality in established companies are analyzed, defined by the compliance degree with the requirements to be a formal company. The literature on business informality in emerging countries is expanded, particularly in Latin America, incorporating the analysis of the formalization process.

La formalización de una empresa es un proceso que exige el cumplimiento de normas establecidas por las instituciones de gobierno. En países en desarrollo, muchas empresas empiezan este proceso, pero no lo terminan, existiendo diferentes niveles de formalidad. El objetivo de esta investigación es analizar cómo la percepción de los empresarios sobre los trámites burocráticos y el sector determina el nivel de formalidad de una empresa establecida que ha dado el primer paso hacia la formalidad.

Se utiliza la Encuesta Nacional de la Micro y Pequeña Empresa con una muestra de 4.619 micro y pequeñas empresas peruanas de los sectores de manufactura y servicios con más de tres años de operación. Los datos son analizados con la técnica de regresión logística ordenada.

Los resultados muestran que cuanto más favorable es la percepción de los empresarios sobre la facilidad de los trámites burocráticos mayor es el nivel de formalidad empresarial, y las empresas del sector manufactura son menos formales que las del sector servicios. Además, las percepciones de los empresarios moderan positivamente en el nivel de formalidad para el caso de las empresas del sector manufactura.

Se analizan niveles de formalidad en empresas establecidas, definidas por el grado de cumplimiento de las exigencias para ser una empresa formal. Se amplía la literatura sobre informalidad empresarial en países emergentes, particularmente en América Latina, incorporando el análisis del proceso de formalización.

This article explores the influence of education and experience on the time to the top in family and non-family CEOs who work for Latin American family firms.

In order to achieve these objectives, this study draws upon human capital theory as well as career and family firm literature. The careers of 129 CEOs of family firms who form part of the América Economía ranking were analyzed and quantitative methods were used.

In Latin American family firms, family CEOs reach the top faster than their non-family counterparts. In addition, the influence of human capital variables on the way to the top differs between the two groups. For family CEOs, obtaining a graduate degree delays the way to the top, while for non-family ones, it reduces the time to the top. As regards experience, for promoted family CEOs, the greater the percentage of the career spent in the organization they lead, the shorter the time to the top. No support was found for either the influence of having worked for just one firm or having had elite graduate education abroad, in multilatina CEOs.

Individual career management suggestions for future CEOs as well as specific guidelines for talent managers are proposed

This is the first study to explore the influence of human capital indicators on the time to the top in Latin American family firm CEOs.

Este artículo explora la influencia de la educación y la experiencia sobre el “time to the top” de los Gerentes Generales, miembros de la familia y no miembros, quienes trabajan para empresas familiares latinoamericanas.

Para lograr estos objetivos, este estudio se basa en la teoría de capital humano y la literatura sobre carreras y empresas familiares. Fueron analizadas las carreras de 129 Gerentes Generales de empresas familiares, integrantes del ranking América Economía, y se utilizaron métodos cuantitativos.

En las empresas familiares latinoamericanas, los Gerentes Generales miembros de la familia llegan más rápido a la cima que los no miembros, y la influencia de las variables de capital humano en el “time to the top” difiere entre ambos grupos. Para los Gerentes Generales familiares, los estudios de posgrado retrasan el “time to the top”, mientras que, para los no familiares, lo reducen. En cuanto a la experiencia, para los Gerentes Generales que han sido promovidos, cuanto mayor es el porcentaje de carrera invertido en la organización, menor es el “time to the top”. No se obtuvo respaldo para las hipótesis sobre la influencia de trabajar en única firma o el posgrado de élite en el extranjero, en este último caso para los Gerentes Generales de multilatinas.

Se ofrecen sugerencias de gestión de carrera a nivel individual para futuros ejecutivos, así como lineamientos para los gerentes de talento.

Este es el primer estudio que explora la influencia de los indicadores de capital humano sobre el “time to the top” de Gerentes Generales de empresas familiares latinoamericanas.

The aim of this paper is to introduce the special issue on “Human resource management and corporate entrepreneurship”.

The paper discuses the articles in the special issue, which investigate the relationships between human resource management and entrepreneurship from different points of view, approaches and employing different empirical contexts.

The papers highlight different human resource management factors of entrepreneurial behaviour and their influence on corporate entrepreneurship. Results from different empirical contexts as small and medium‐size firms, case studies, joint ventures, in the USA, China, and Spain, among others, make important contributions to the previous literature.

The paper discusses the intersection and association between human resource management and corporate entrepreneurship. Human resources play an essential role in so far as they can encourage or hinder corporate entrepreneurship.

The purpose of this paper is to introduce the Focus Section “Creativity and innovation in the firm: managerial antecedents and effects on employees”, which forms the first of two separate parts of the journal special issue.

The guest editors summarize the three papers which comprise this Focus Section.

The selected papers are found to relate to the Focus Section theme of impact of managers’ characteristics on creativity and innovation, and innovation effects on employees.

The paper shows that the Focus Section offers new insights for students of innovation and creativity by providing fresh ideas about whether and how top manager characteristics influence organizational creativity through their effect on employees’ creativity, by means of idealization, inspirational motivation and intellectual stimulation.

The aim of this paper is to empirically explore the relationship between human resource rewards management and innovative behaviours, particularly between the utilitarianism and romanticism reward approaches and employee creativity in the workplace.

The paper adopts a quantitative approach. After analysing construct validity and reliability, the study empirically tests its hypotheses by performing a multi‐regression analysis with a sample of 216 individuals.

The study reaches three main conclusions. First, tangible extrinsic rewards affect the innovative behaviour of employees in an “inverse‐U” shape. Second, intrinsic motivations have a substantially positive impact on the innovative behaviour of employees. And third, extrinsic rewards and intrinsic motivations have positive interaction effects on individual creativity at the workplace.

The paper focuses on the theoretical battle between the utilitarianism and the romanticism perspective of human resource reward approaches toward employees' creativity. Based on examination of the main effects of monetary incentives and intrinsic reward practices respectively, the study highlights a complementary view to explore a positive interaction between the two reward configurations, and to exploit a total reward system for facilitating individual innovative behaviours.

The aim of this paper is to analyze the influence of intangible assets and similarity of resources on the choice between acquisitions and joint ventures and whether it is different in domestic and European operations. In order to test these relations, a sample of domestic and European growth deals was selected (563 deals, of which 449 are acquisitions and 114 are joint ventures). Results demonstrate that it is more probable that firms will choose acquisitions if there is a close similarity between the resources of the firms. Also, if the operation is domestic, companies with higher proportions of intangible resources prefer acquisitions.

The purpose of this paper is to determine the effects of knowledge spillovers on innovation and collaboration among firms located in science and technology parks (STPs). To do so, whether knowledge spillovers imply a greater degree of innovation in its various forms – product, process, organisational and commercial – and greater inter‐organisational collaboration on research and development (R&D) is analysed. Explicitly, this article examines these effects by identifying and distinguishing between firms located on and off STPs.

This paper adopts a quantitative approach. After reviewing the literature, the study tests the hypotheses empirically using a sample of 784 firms, and performing several logistic binomial regressions to analyse the impact of each type of knowledge spillover on each type of innovation and on the likelihood of firms establishing inter‐organisational collaborative R&D agreements.

The results show that knowledge spillovers have a positive impact on firm propensity to innovate and on the probability of firms engaging in inter‐organisational R&D collaboration. Furthermore, firm location within an STP is found to influence the intensity of the effect of spillovers on innovation and on R&D cooperation. Thus, the magnitude of the effects of spillovers differs according to the type of the spillover.

Given the special features of spillovers and the scarce evidence available analysing the relationship between spillovers, innovation and cooperation and the location on STPs, this work contributes significant empirical evidence to the existing literature.

The purpose of this paper is to investigate the effect of a firm's growth strategy (specialization and diversification) and its specific resources, such as intangible assets and previous experience in the choice of growth method (organic or external).

The paper analyses 859 external growth arrangements and 1,057 cases of organic growth. A binomial logistic regression is used to test the hypotheses.

Results show that firms prefer to grow internally when their growth strategy is specialization, but prefer external growth methods – such as mergers, acquisitions and alliances – when their growth strategy is diversification and they have previous experience in these methods.

This study applies only to the European case and could be extended to Latin American companies for a comparative analysis.

This paper may help managers to identify important factors and issues to be considered when deciding upon a growth method. The European experience can be useful for Latin American companies following a similar growth strategy.

The results confirm a large part of the prior literature, but also go a stage further by including in the same study all the growth options available to a firm and providing empirical evidence of each one's preference according to the different situations analysed.

This article aims to review varying concepts of entrepreneurship and different contributions to human resource practices, establishing a theoretical framework that allows for the analysis of the firm Montalt‐Valencia (Spain), a Ford‐Spain car dealer, and leader in its sector.

The paper, according to the literature, establishes a theoretical framework on entrepreneurship and human resource management through which one can observe and research the Montalt‐Valencia case study. The case study is confirmatory, from the theoretical background, and at the same time inductive from the observation of its non‐expected details and deeds.

The firm Montalt‐Valencia (Spain), which on the surface appears unlikely to be innovative as technology and product characteristics are entirely controlled by the main firm (Ford‐España), bases its innovative capacity on a continual process of organizational renewal and gradual improvement in techniques. The sum of these small improvements may lead to a transformation of the levels of organizational efficiency and commitment to the firm, and can substantially alter technical performance, showing a hidden dimension of corporate entrepreneurship.

The limitations are those normally found in case studies. The confirmation of the theory, or the inductive results, can only be extrapolated by the enterprises with the same characteristics and, even then, with caution and care.

A firm such as Montalt‐Valencia, which is a leader in its sector and has received five Chairman's Awards between 2002‐2007, is likely to be full of entrepreneurial activity of organizational renewal and innovation, although the gradual sequence of these aspects and their marginal nature make them hard to detect. The main value of this study is to incorporate a firm such as this into the world of corporate entrepreneurship.