Human resource management and innovation in SMEs
Purpose The purpose of this paper is to discuss the relationship between HRM and innovation in SMEs through gift/counter-gift exchanges. Design/methodology/approach This is a qualitative case study of a SME using a diversity of data collection methods with a one year follow up to provide some longitudinal data. Findings The results indicate that the logic of giving has three stages: freeing up gifts, mobilizing gifts and rethinking gifts. The results also indicate that employees need to be central to the innovation from the beginnings of such projects. Research limitations/implications The authors note that their linear process in this study may give the impression that the process of innovation is linear and sequential rather than dynamic. They also point out that some cognitive bias could arise from the research being based on retrospection. Practical implications The authors make six recommendations: 10;1. The leader should share their strategic vision from the outset to gain as much support as possible 10;2. Seek to build a culture conducive to gifting 10;3. Encourage employee engagement using a bottom-up approach 10;4. Detect and enlist key players 10;5. Be aware of frustrations among employees 10;6. Create virtuous collaboration. Originality/value Many questions remain from previous literature regarding the relationship between HRM and innovation in SMEs. This study has originality and value in using the gift/counter-gift theory to explore that relationship.