HRM in 21st century small organizations: a midrange typology to describe, contrast and contextualize the phenomenon
本文基于控制需求、任务分化与整合，提出八种理想类型的人力资源管理配置，涵盖从传统业主到知识型企业家等不同小型企业形态，为描述和比较多样化的HRM实践提供分析框架。
The diversity of practices observed in small enterprises demands a new evaluation of HRM with respect to its phenotypes and functions. By bringing HRM back to its functional requirements as represented by the need to control the human side of work as well as the differentiation and integration of tasks, we develop a configurational model of eight ideal types of HRM, that resonate in previous research as well as in emerging organization types in the networked economy. Based on varying positions along the hierarchy, formalities and input- or output-oriented dimensions of control, we discern craft employers, traditional owner-managers, and strategic-, knowledge-, and bleak house entrepreneurs from subcontracted work, alliances and partnerships. Because control serves as a bridge between agency and structure, the proposed classification offers an analytical starting point for detecting, describing, contrasting, comparing and contextualizing empirically observed HRM configurations in a broad diversity of small enterprises. The approach offers a mid-range theory, which allows for generalization across small enterprises without the risk of losing peculiar responses to enacting HRM.