Human Resource Management and Market Orientation Strategies in Family and Non-family Firms in Ghana: How Do They Relate to Competitive Strategy and Firm Performance?

2016 ◽  
pp. 123-153 ◽  
Author(s):  
Moses Acquaah ◽  
Kwasi Amoako-Gyampah ◽  
Jayanth Jayaram
Keyword(s):  
Resource Management ◽  
Firm Performance ◽  
Human Resource Management ◽  
Market Orientation ◽  
Human Resource ◽  
Competitive Strategy ◽  
Family Firms

scholarly journals Human resource management adaptation among family firms operating in Western Australia: an exploratory study

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Michelle O'Shea ◽  
Abel Duarte Alonso
Keyword(s):  
Resource Management ◽  
Firm Performance ◽  
Human Resource Management ◽  
Human Resource ◽  
Western Australia ◽  
Family Firms ◽  
Theoretical Perspective ◽  
Family Firm ◽  
Business Practices ◽  
Content Type

PurposeInterviews were conducted with eight family businesses involved in several industries in Western Australia.Design/methodology/approachThe purpose of this study is to draw on the experiences of family-owned firms and explore how contemporary human resource management (HRM) and allied developments shape their business practices.FindingsSignificant strengths emerged relevant to “formalised HRM processes” and “familiness”. However, challenges were simultaneously experienced or interpreted as negatively affecting family firm performance. In addition, there was a relationship between challenges and external environmental factors. These challenges are categorised as “labour costs and supply” and “formalising HRM practices”. Further, participants discussed emerging opportunities, and how they were strategically considering the relationship between organisation finance, innovation, future growth, operations and HRM.Originality/valueFrom a practical standpoint, the research addresses the complexities of managing contemporary HRM developments in ways that contribute to improved family firm performance. From a theoretical perspective, key insights of the resource-based view (RBV) of the firm and strategic HRM theory are considered to gain a deeper understanding of family firms' adaptive managerial activities.

Human Resource Management, TQM, and Firm Performance in Small and Medium-Size Enterprises

2000 ◽  
Vol 25 (1) ◽  
pp. 43-58 ◽  
Author(s):  
Gaylen N. Chandler ◽  
Glenn M. Mcevoy
Keyword(s):  
Resource Management ◽  
Firm Performance ◽  
Human Resource Management ◽  
Human Resource ◽  
Business Strategy ◽  
Best Practice ◽  
Medium Size ◽  
Current Debate ◽  
Total Quality ◽  
The Relationship

This study analyzes the moderating effect of two key human resource practices on the relationship between organizational strategy and firm performance. In a sample of 66 small to medium-sized manufacturing firms we found that a total quality management strategy was most effective when supported by significant training and group-based incentive compensation. This result is discussed in light of the current debate in the field about “best practice” versus “fit” models of human resource management and business strategy.

Competitiveness and Human Resource Management Policies

1996 ◽  
Vol 22 (2) ◽  
pp. 1-19 ◽  
Author(s):  
Michael Poole ◽  
Glenville Jenkins
Keyword(s):  
Resource Management ◽  
Human Resources ◽  
Human Resource Management ◽  
Human Resource ◽  
Competitive Strategy ◽  
Management Policies

Competitive strategy based on human resources can be less easy to copy.

Friends or Foe?

2022 ◽  
pp. 1412-1435
Author(s):  
Rosalba Manna ◽  
Rocco Palumbo ◽  
Massimiliano Pellegrini
Keyword(s):  
Resource Management ◽  
Business Ethics ◽  
Human Resource Management ◽  
Human Resource ◽  
Family Firms ◽  
Management Practices ◽  
Ethical Challenges ◽  
Human Resource Management Practices ◽  
Push Forward

Scholars have argued that business ethics is a crucial ingredient for the successful recipe of human resource management. However, little is known about the factors that trigger an organizational commitment towards the promotion of an ethical approach in crafting human resource management practices. This is especially true for family firms, whose ethical slant in devising human resource management practices has been under-researched. This chapter intends to push forward our knowledge in the field of business ethics investigating the role of familiness in determining ethically-rooted human resource management practices among small and medium-sized enterprises. More specifically, the authors investigated how awareness of business ethics issues and formalization of human resource management policies and practices affect the SMEs commitment to ethics. Family firms were found to be aware of the ethical challenges that characterize human resource management; however, no evidence was retrieved about the role of familiness in triggering an ethical commitment in managing human resources.

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