Fernando J. Peris Bonet, Marta Peris‐Ortiz and Ignacio Gil Pechuán
The purpose of this paper is to identify the conceptual basis shared by different theories, regardless of the unit of analysis they specifically adopt. The different ontological…
Abstract
Purpose
The purpose of this paper is to identify the conceptual basis shared by different theories, regardless of the unit of analysis they specifically adopt. The different ontological choice (or different segment of reality studied by each theory) does not hinder conceptual common ground for a good number of organisational theories.
Design/methodology/approach
The paper highlights the importance of hierarchical, social and institutional relations and of the technological, cognitive, social and institutional contents. It looks at the common conceptual contents of the two main theories examined, and those of a wide set of other theories addressed here. Both of the theories examined are interpreted in terms of relations and contents, taking a closer look at the passageways and walls that exist between them.
Findings
Ontological and conceptual bases for the analysis of organisational theories are established.
Research limitations/implications
The proposal of a common background from which one can examine different organisational theories is, in principle, important. The limitation inherent is that, given the infinite nature of reality, in the material world and in the world of thought, no one can be sure of having proposed the best possible methodological basis.
Originality/value
Relations and contents, as a basis for analysing theories, is an innovative proposal that attempts to gain insights on the basic materials (ontological and conceptual) that go to make up theories. From this point, the path towards a higher order theory can be based on the fundamental aspects (the way in which they interpret reality) of the theories themselves, not by formulating more generalist concepts or constructs.
Details
Keywords
Abstract
Details
Keywords
Rosalia Aldraci Barbosa Lavarda, María Teresa Canet Giner and Fernando Juan Peris Bonet
The purpose of this paper is to analyse how the strategy formation process takes place studying the relevance of the integrative perspective and the use of the variables…
Abstract
Purpose
The purpose of this paper is to analyse how the strategy formation process takes place studying the relevance of the integrative perspective and the use of the variables rationality, implication and vision, and verifying the relationship between an integrative strategy formation process and the management of work and the consequences of this relationship in terms of performance.
Design/methodology/approach
The paper adopted a qualitative methodology, specifically a simple case analysis, following a six‐stage process: establishing the research objectives, the theoretical research framework, unit and the level of analysis, selecting the study cases and a pilot case, and ellaborating the protocol for the case study analysis.
Findings
An integrative strategy formation process that combines with certain equilibrium rationality and emergence facilitates a more effective management of work, specifically of complex work. When the organisation permits a greater degree of participation, it is facilitating an improvement in organisational results (particularly with respect to professional works – administrative or engineering that add more complexity).
Originality/value
The paper highlights the importance of the fit between an integrative strategy formation process and the management of different types of work, considering that a better fit drives to better results.
Details
Keywords
Fernando Peris Bonet, Carlos Rueda Armengot and Miguel Ángel Galindo Martín
This paper aims to determine factors that have an influence on human resource management and entrepreneurial success in the context of European innovative small and medium‐sized…
Abstract
Purpose
This paper aims to determine factors that have an influence on human resource management and entrepreneurial success in the context of European innovative small and medium‐sized enterprises (SMEs).
Design/methodology/approach
A primary test questionnaire was tested with 50 Spanish entrepreneurs. The feedback from this study was used to improve the survey for a final test. Multivariate regression analysis was used to differentiate the factors that allow the explanation of the variables to be studied and factors that, a priori, seem to be the most relevant in explaining entrepreneurial success.
Findings
The study allows the determination of what factors make the European entrepreneur successful on his or her business.
Research limitations/implications
Limitations are the sample used in the study and the magnitude used to analyse entrepreneurial success. Future research on the topic of the paper can develop and qualify the variables used.
Originality/value
European innovative small and medium‐sized enterprises (SMEs) are analysed from countries belonging to the European Union to determine the factors that have an influence on human resource management and entrepreneurial success. The results of the paper serve as a tool to develop a model to predict relevant factors of entrepreneurial activity and which have implications for development policy makers and for entrepreneurs.
Details
Keywords
Ángeles Montoro‐Sánchez and Domingo Ribeiro Soriano
The aim of this paper is to introduce the special issue on “Human resource management and corporate entrepreneurship”.
Abstract
Purpose
The aim of this paper is to introduce the special issue on “Human resource management and corporate entrepreneurship”.
Design/methodology/approach
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.
Findings
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.
Originality/value
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.
Details
Keywords
Natalia Garcia-Carbonell, Fernando Martin-Alcazar and Gonzalo Sanchez-Gardey
Despite the strong influence of Hambrick and Mason’s (1984) seminal work, the effects of top management team (TMT) characteristics on strategic processes remain unclear. This…
Abstract
Purpose
Despite the strong influence of Hambrick and Mason’s (1984) seminal work, the effects of top management team (TMT) characteristics on strategic processes remain unclear. This study aims to go beyond the traditional upper echelon theory and to propose a human capital taxonomy of TMTs from the perspective of top human resources managers.
Design/methodology/approach
The research integrates arguments from the strategic human capital and strategic issue diagnosis literatures. An exploratory cluster analysis was conducted in an attempt to describe different human capital typologies in TMTs in a sample of 120 Spanish companies.
Findings
The exploratory analysis showed three distinct human capital profiles: “technocratic teams”, “highly skilled teams” and “operational teams”. In addition, this paper provides preliminary results about the effects of each profile in the above taxonomy on strategic issue diagnostic processes, suggesting that “highly skilled teams” present the most appropriate combination of human capital attributes.
Practical/implications
This analysis provides a guide for top managers regarding the human capital needs they may face when interpreting strategic issues in strategy formation processes.
Originality/value
This paper makes a twofold contribution to the extant literature: proposing an analysis of TMTs’ human capital from a synergistic perspective (“human capital profiles”) instead of using the traditional “more is better” approach and providing preliminary explanations about how those human capital combinations contribute to success in the strategic issue diagnosis process.