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There are a growing number of social enterprises in Spain. Like any other organization, they must be managed efficiently. However, few studies have analyzed the direction of this type of business and, to a lesser extent, how they manage their human resources. This paper focuses on how Spanish social enterprises manage their human resources by using a case study methodology. The results confirm that social companies do follow human resources practices but, due to the strong social component that moves and attracts workers to contribute to their missions, these practices differ from those made by non social enterprises. Therefore, it is necessary to prevent the escape of talent from social companies by applying ethical and social responsible human resources practices, and by managing volunteers in accordance with their social characteristics. [ABSTRACT FROM AUTHOR]

The main proposal of the paper is to analyze the human resources management practices adopted by some Spanish SMEs in order to promote and develop corporate entrepreneurship. A case study method is used to explore the corporate entrepreneurship activities developed by three SMEs. The main results show the importance of establishing good relationships among companys' members, creating an appropriate working environment. Also, the relevance of promoting risk attitudes and the participation of employees in corporate entrepreneurship activities is highlighted. [ABSTRACT FROM AUTHOR]

Information Systems Outsourcing is a growing phenomenon in many businesses nowadays, which has been characterised, in general, with an insufficient level of detail and analysis. For this reason the main aim of this piece of work is to deepen into every aspects which define the outsourcing contract. We will do this by showing the results of a survey carried out in the biggest Spanish firms, and we will suggest the future which is glimpsed in relation with outsourcing in the firms subjected to study. In the paper also it is presented a longitudinal analysis, which shows the evolution in the last years of many variables which define the outsourcing relationship. [ABSTRACT FROM AUTHOR]