A Study on Development of Entrepreneurship through Effective Human Resource Management Practices – An Empirical Investigation

Download Article

DOI: 10.21522/TIJMG.2015.SE.19.01.Art019

Authors : Emmanuel Appiah

Abstract:

As situations and industrial circumstances turns out to be more sophisticate and dynamic, the companies and organizations should adopt supplementary entrepreneurial measures so as to recognize and seize new opportunities and maintaining high quality throughput. In this context, corporate entrepreneurship (CE) is defined as the organizational learning which is motivated by creative thinking, collaboration, coordination and personal dedication. Thus, it can be considered that the HRM (Human resource management) plays an important role for contributing success. This paper provides an analytical research which investigates the connection between HRM practices and CE. This shows that HRM can motivate and contribute to development of entrepreneurship in the company. Therefore, the HR managers must implement developmental policies to assure that their human workforce is appropriately rewarded, compensated and encouraged. This greatly helps in improving their performance which further results in high throughput that guarantees overall profitability and betterment of the organization.

Keywords: HRM Practices, IT zone, Corporate Entrepreneurship.

References:

[1].     Allen, S.D., Link, A.N, and Rosenbaum, D.T. 2007. Entrepreneurship and human capital: Evidence of patenting activity from the academic sector, Entrepreneurship Theory and Practice 31(6): 937-951.

[2].     Anker, L.V. 2006. Absorptive capacity and innovative performance: A human capital approach, Economics of Innovation and New Technology 15(4-5): 507-517

[3].     Dakhli, M. and De Clercq, D. 2007. Human capital, social capital, and innovation: A multicountry study, Entrepreneurship & Regional Development, 16: 107–128

[4].     Ende, J.V.D., Wijnberg N., Vogels, R., and Kerstens, M. 2003. Organizing innovative projects to interact with market dynamics: A co evolutionary approach, European Management Journal, 21(3): 273-284.

[5].     Hornsby, J.S., Kuratko, D.F., and Zahra, S.A. 2002. Middle managers’ perception of the internal environment for corporate entrepreneurship: Assessing a measurement scale, Journal of Business Venturing, 17: 253–273.

[6].     Honig, B.2001. Learning strategies and resources for entrepreneurs and intrapreneurs, Entrepreneurship Theory and Practice, 26(1): 21-35.

[7].     Kemelgor, B.H. 2002. A comparative analysis of corporate entrepreneurial orientation between selected firms in the Netherlands and the USA, Entrepreneurship & Regional Development, 14: 67- 87.

[8].     Kuratko, D.F., Hornsby, J.S., and Goldsby, M.G. (2004). Sustaining corporate entrepreneurship: modelling perceived implementation and outcome comparisons at organizational and individual levels, International Journal of Entrepreneurship and Innovation, 5(2): 77-89.

[9].     Lumpkin, G.T., and Dess, G.G. 2001. Linking two dimensions of entrepreneurial orientation to firm performance: The moderating role of environment and industry life cycle, Journal of Business Venturing, 16(3): 429–451

[10]. Marvel, M.R., and Lumpkin, G.T. 2007. Technology entrepreneurs' human capital and its effects on innovation radicalness, Entrepreneurship Theory and Practice, 31(6): 807-828.

[11]. Plummer, P., and Taylor, M. 2004. Entrepreneurship and human capital, Journal of Small Business and Enterprise Development, 11(4): 427-439.