Search

In the article "Exploring the Sensitivity of Horn's Parallel Analysis to the Distributional Form of Random Data," Dinno (this issue) provides strong evidence that the distribution of random data does not have a significant influence on the outcome of the analysis. Hayton appreciates the thorough approach to evaluating this assumption, and agrees that this knowledge helps further increase one's confidence in using the parallel analysis (PA) method for deciding how many factors to extract from a real data set. Dinno has clearly presented evidence that, in fact, the distributional assumption does not matter. This commentary addresses two issues. The first is the question of the distributional assumption, which forms the primary motivation for the article. The second and perhaps more critical issue is whether works such as these are having an impact on research methods in practice, as illustrated by the record of publications in major journals. This commentary is motivated primarily by Dinno's observation that "ironically, PA has enjoyed both a substantial affirmation in the methods literature for its performance relative to other retention criteria while at the same time being one of the least often used methods in actual empirical research (cf. Hayton et al., 2004; Patil et al., 2008; Thompson & Daniel, 1996; Velicer et al., 2000)." Hayton wishes to address this issue one more time, raise questions as to why this is the case, and challenge reviewers and journal editors to consider this important issue.

This article describes a framework for the design and implementation of a competency-based curriculum for graduate management education. The article also outlines how this model has been implemented at one university in the context of a graduate degree in human resource management. Among the significant challenges discussed are the identification of competencies required for professional success; the identification of the specific traits, knowledge, and skills that combine to create competence; and the creation of a curriculum and the associated assessment tools necessary to promote the acquisition of competencies. Student orientation, student development, and student assessment are discussed. (Contains 2 tables and 1 figure.)

The creation and intentional pursuit of entrepreneurial ideas lies at the core of the domain of entrepreneurship. Recent empirical work in a number of diverse fields such as cognitive psychology, [...]

The ability of family firms to identify and respond to changes in their external environments can be a key source of competitive advantage leading to success and survival. Some research, [...]

Organizational culture is an important strategic resource that family firms can use to gain a competitive advantage. Drawing upon the resource-based view (RBV) of the firm, this study examines the [...]

Conceptual arguments for the association between cultural characteristics and entrepreneurship have existed for decades but only in the last 10 years has this relationship been the focus of empirical scrutiny. [...]

Drawing upon the ability-motivation-opportunity ( AMO) framework, our study extends understanding of the interaction between human resource ( HR) practices and the brokering of knowledge by hybrid middle managers. Examining health care delivered to older people in a hospital setting, our study highlights that hybrid nurse middle managers broker knowledge downward through professional hierarchy to their peer group, but find it difficult to broker knowledge upward. Meanwhile, because they lack legitimacy with doctors, they lack the opportunity to broker knowledge interprofessionally. Hybrid medical middle managers are potentially more able to broker knowledge within their peer group. However, some of lower status intraprofessionally, like nurses, may lack legitimacy and opportunity to do so. Meanwhile, higher-status medical middle managers may lack motivation to engage in knowledge brokering with peers outside their specialism. We suggest that inter- and intraprofessional power and status has important implications for HR practices to support knowledge brokering by hybrid middle managers. Should HR practices fail to support ability, motivation, and opportunity for knowledge brokering across and within professions, then a 'broken' rather than 'broker' chain may result. © 2015 Wiley Periodicals, Inc. [ABSTRACT FROM AUTHOR]

An introduction to the journal is presented wherein the editor discusses articles published in the issue including Bruce Kaufman's review of the ways the field of human resource management has evolved and commentaries reflecting the shift from management practice to management science.

Mergers and acquisitions (M&As) offer an important tool for rapid organizational growth, acquisition of new knowledge and capabilities, and entry into new markets at home or abroad. Although the importance of the involvement of the human resource management function has been widely extolled, evidence for the level of involvement remains limited. A significant gap in our understanding is created by the observation that not all M&As are motivated by the same objectives. We explore the significance of different forms of M&A for the scope and intensity of involvement of the human resource management function by examining a set of three cases of different M&As conducted by a single firm in Italy. The cases provide evidence that we should expect HR functional involvement to vary across the type of M&A. We offer a conceptual framework with testable propositions for scholars interested in further exploring these relationships. © 2014 Wiley Periodicals, Inc. [ABSTRACT FROM AUTHOR]

The article reports on an investigative review which was conducted on issues of the journal "Human Resource Management" which were published between 1961 and 2011 in an effort to to investigate changes which have been seen in the journal and in the field of human resource management over the course of a 50 year period. A discussion of subjects that the field of human resources have learned about as a result of authors who have submitted their work to the journal "Human Resource Management" is presented.

How can human resource management (HRM) practices promote entrepreneurial performance in small and medium-sized enterprises (SMEs)? This article discusses the association between human capital management (HCM) and other contemporary HRM practices and the ability of SMEs to be entrepreneurial. In a study of 99 SMEs, HRM practices that promote employee discretionary behavior, knowledge sharing, and organizational learning are found to be positively associated with entrepreneurial performance. Two contingencies are also identified for this relationship. First, the use of strategic HCM practices enhances the observed positive association. Second, these relationships are strongest for SMEs operating in high-technology industries. [ABSTRACT FROM AUTHOR]

In this article the author reflects on the 50th anniversary of the journal "Human Resource Management" and on changes which the journal has in store for its future in 2012 and beyond. In the article the author acknowledges journal employees that have contributed to the journal's success and longevity and reports on an expansion of the journal's editorial team.

A systematic review of the entrepreneurship literature on fear published up to 2014 highlights several key characteristics. First, the predominant focus in research examining the emotion of fear in entrepreneurship is on the specific concept of fear of failure. However, this literature shows a lack of precision in the conceptualization and operationalization of this construct. The impact of the experience of fear on individual cognition and behaviour can be beneficial as well as detrimental. Despite this dualistic nature, to date, fear is examined as only a barrier to entrepreneurial behaviour. This review reveals a clear dichotomy in the literature, with significantly more focus on fear as a trait that distinguishes between people than as a temporary state that is commonly experienced by many people. Defining fear of failure as a context-specific phenomenon, this paper explains the importance of focusing on the temporary cognitive and emotional experience of fear and use conceptual observations as a platform to develop an agenda for future research. [ABSTRACT FROM AUTHOR]

In this article, we review and synthesize extant research on entrepreneurial leadership, capabilities and their influence on the growth of small- and medium-sized enterprises (SMEs). First, we begin by examining the processes, routines and resources underlying substantive growth capabilities; these are capabilities that enable a firm to grow by competing in its market(s) on a day-to-day basis. Second, we explore leadership in terms of the cognitions motivations and decisions to invest in growth. Third, we examine the dynamic capabilities, which extend, modify or create new substantive (growth) capabilities, to support the sustained pursuit of new opportunities. In so doing, we explore the interrelationships between substantial capabilities, leadership and dynamic capabilities. We conclude the review by highlighting areas of consensus and contention in the literature, from which we propose fruitful areas for future research. [ABSTRACT FROM PUBLISHER]

The literature on the association between cultural values and entrepreneurial beliefs, motives and behaviours has grown significantly over the last decade. Through its influence on beliefs, motives and behaviours, culture can magnify or mitigate the impact of institutional and economic conditions upon entrepreneurial activity. Understanding the impact of national culture, alone and in interaction with other contextual factors, is important for refining our knowledge of how entrepreneurs think and act. We present a review of the literature with the goal of distilling the major findings, points of consensus and points of disagreement, as well as identify major gaps. Research has advanced significantly with respect to examining complex interactions among cultural, economic and institutional factors. As a result, a more complex and nuanced view of culture's consequences is slowly emerging. However, work that connects culture to individual motives, beliefs and values has not built significantly upon earlier work on entrepreneurial cognition. Evidence for the mediating processes linking culture and behaviour remains sparse and inconsistent, often dogged by methodological challenges. Our review suggests that we can be less confident, rather than more, in the existence of a single entrepreneurial culture. We conclude with suggestions for future research. [ABSTRACT FROM PUBLISHER]

The article focuses on the role and contribution of human resource management (HRM) in corporate entrepreneurship (CE) for maintaining the organizational structure of a firm. Topics discussed include reorganization, downsizing, and restructuring of the firm, duality of HRM and CE in evaluation and exploiting the opportunities for the corporate growth, and influence of HRM on the technological innovation, social exchange, and resources and capabilities based perspectives.

Social entrepreneurship has emerged as an important research topic in the literature. This interest stems from social entrepreneurs' role in addressing serious social problems on a worldwide scale while enhancing social wealth, often without regard for profits. In this article, we explain the forces contributing to the formation and rapid internationalization of social ventures. We use the behavioral theory of the firm to distill key attributes of social opportunities and show how these attributes influence the timing and geographic scope of social ventures' international operations. Copyright © 2008 Strategic Management Society. [ABSTRACT FROM AUTHOR]

This study analyses the human capital characteristics of the top management teams of 340 high technology new ventures from the U.S. In high technology environments, rapid technological change means that the value of a firm's existing knowledge is quickly eroded. In order to acquire needed capabilities, high technology new ventures engage in venturing strategies such as acquisitions and joint ventures. The top management team is an important source of inherited knowledge for these ventures and therefore influences their absorptive capacity. It is hypothesized that high technology new ventures' ability to learn through venturing activities is influenced by their top management teams' human capital. It is found that human capital diversity of the top management teams moderates the relationship between venturing activities and innovation and financial performance in these ventures. In contrast, the level of human capital has no effect. The implications for management practice and future research are discussed.

This ankle describes a framework for the design and implementation of a competency-based curriculum for graduate management education. The article also outlines how this model has been implemented at one university in the context of a graduate degree in human resource management. Among the significant challenges discussed are the identification of competencies required for professional success; the identification of the specific traits, knowledge, and skills that combine to create competence; and the creation ofa curriculum and the associated assessment tools necessary to promote the acquisition of competencies. Student orientation, student development, and student assessment are discussed. [ABSTRACT FROM AUTHOR]

Intellectual capital (IC) offers a potential source of sustainable competitive advantage and is believed to be the font from which technological development and economic growth may spring. This study proposes a three-dimensional framework for describing and measuring a firm's IC that includes human capital, intellectual property, and reputational capital. Drawing upon the resource-based view of the firm, it is argued that in high-technology new ventures (HTNVs) IC assets offer a unique source of advantage that facilitates entrepreneurship by reducing the risk and increasing the returns from investments in innovation and venturing. This paper reports the results of an empirical study of 237 HTNVs in the US that issued an initial public offering between 1994 and 1998. It is found that these firms' top management team human capital diversity and organizational reputation are of greatest significance for their entrepreneurial performance. Interestingly, these factors far outweigh the insignificant effect observed for intellectual property on subsequent innovation and venturing activities. The implications for theory and practice are discussed. [ABSTRACT FROM AUTHOR]

The decision of how many factors to retain is a critical component of exploratory factor analysis. Evidence is presented that parallel analysis is one of the most accurate factor retention methods while also being one of the most underutilized in management and organizational research. Therefore, a step-by-step guide to performing parallel analysis is described, and an example is provided using data from the Minnesota Satisfaction Questionnaire. Recommendations for making factor retention decisions are discussed. [ABSTRACT FROM AUTHOR]