Small firms, owner managers and (strategic?) human resource management
本研究通过分析小企业所有者管理者如何响应人力资源支持服务，揭示了他们如何理解并实施常规和进步的人力资源实践，提出了小企业情境下的战略人力资源管理模型。
Abstract The focus of much strategic human resource management (SHRM) research has been on large firms and there are questions as to the applicability of the existing SHRM models in small firms that have different modes of operation, particularly where owner managers dominate and human resource (HR) specialists are largely absent. There is nevertheless growing evidence that SHRM can be effective in small firms. To develop understanding, this study uses qualitative data from a project that delivered HR support services to small firms to explore why HR practices exist and how they operate. Owner manager responses to cues prompted take up of HR support and developing their understanding and confidence led to the implementation of both routine and progressive HR practices. Owner managers engaged in sense making to navigate the associated dynamics of formality. We present a model of SHRM in the small firm context, incorporating HR support services as an important contribution.