Marie-Laure Buisson, Lisa Gastaldi, B. Geffroy, Romain Lonceint, Cathy Krohmer
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What HRM practices are mobilised in the innovation trajectory of SMEs?Design/methodology/approachThe authors carried out two longitudinal case studies concerning innovative SMEs in the medical equipment sector, which are now over 10 years old and seeking to stabilise an ambidextrous way of operating. The authors conducted 37 semi-structured interviews in 2018–2019 and collected public and internal documents. For each case, the authors identified sequences (Bidart et al., 2013) displaying a certain homogeneity in terms of innovation strategy. The authors then performed a cross-case analysis.FindingsThese case studies produced two main results. First, the trajectory of innovative SMEs consisted of sequences during which competency needs and HRM practices evolved. Despite their similar modes of ambidexterity, the two SMEs have mobilised different human resource (HR) practices. Second, the HRM practices implemented struggle to support the firm at key turning points in the innovation trajectories and can even hinder such changes in direction.Originality/valueThe originality of this work lies in two major dimensions. First, the authors choose to explore innovation and the search for ambidexterity, two themes that are traditionally studied in large firms, in the setting of SMEs. Second, the authors choose a longitudinal method to explore the evolution over time in modes of ambidexterity and HRM, along these SMEs' innovation trajectory. This is a departure from more traditional approaches seeking to identify which HR practices, or configurations of practices, are best able to foster ambidexterity and innovation. It leads the authors to show, in a contingent, dynamic perspective, the importance of the Human Resources Foundation’s (HRF's) positioning and attitude in supporting diversified SMEs’ innovation trajectories. 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引用次数: 11
摘要
创新型中小企业(SMEs)是重要的经济行为体,但它们很脆弱。他们的创新轨迹要求他们的能力随着战略的发展而发展,当他们从事勘探和开发活动并希望发展组织的两重性时,这是一个特别关键的问题。反过来,这给人力资源管理(HRM)带来了挑战:一些研究已经确定了“动员”创新实践,但很少有作者采用动态方法。本研究旨在通过回答以下两个问题来填补这一双重理论空白:人力资源管理如何应对与创新型中小企业发展轨迹中寻找双重性相关的挑战?中小企业在创新过程中运用了哪些人力资源管理实践?设计/方法/方法作者对医疗设备部门的创新型中小企业进行了两个纵向案例研究,这些企业现已成立10多年,正在寻求稳定一种灵活的经营方式。作者在2018-2019年进行了37次半结构化访谈,并收集了公开和内部文件。对于每种情况,作者都确定了在创新策略方面表现出一定同质性的序列(Bidart et al., 2013)。然后,作者进行了跨案例分析。这些案例研究产生了两个主要结果。首先,创新型中小企业的发展轨迹由能力需求和人力资源管理实践演变的序列组成。尽管这两家中小企业的双重性模式相似,但它们在人力资源方面的做法却不同。其次,实施的人力资源管理实践难以在创新轨迹的关键转折点上支持公司,甚至可能阻碍这种方向上的变化。这部作品的独创性主要体现在两个方面。首先,作者选择在中小企业的背景下探索创新和寻找双重性,这两个主题传统上是在大公司中研究的。其次,作者选择纵向方法,沿着这些中小企业的创新轨迹,探索双元模式和人力资源管理模式随时间的演变。这与传统的方法不同,传统的方法是寻求确定哪些人力资源实践或实践配置最能促进双重性和创新。本文从一个偶然的、动态的角度展示了人力资源基金会(HRF)的定位和态度在支持多元化中小企业创新轨迹中的重要性。这需要将必要的资源分配给职能部门,这需要时间和资源来反思如何建立对企业生存至关重要的灵活的人力资源管理。
Innovative SMEs in search of ambidexterity: a challenge for HRM!
PurposeInnovative small and medium-sized enterprises (SMEs) are key economic actors, but they are fragile. Their innovation trajectory requires an evolution in their competencies as their strategy evolves, and this is a particularly critical concern when they are engaged in both exploration and exploitation activities and want to develop organisational ambidexterity. In turn, this brings challenges for human resource management (HRM): some research studies have identified “mobilising” practices for innovation, but few authors have taken a dynamic approach. This study aims to fill this double-theoretical gap by answering the following two questions: how does HRM respond to the challenges associated with the search for ambidexterity in an innovative SME's trajectory? What HRM practices are mobilised in the innovation trajectory of SMEs?Design/methodology/approachThe authors carried out two longitudinal case studies concerning innovative SMEs in the medical equipment sector, which are now over 10 years old and seeking to stabilise an ambidextrous way of operating. The authors conducted 37 semi-structured interviews in 2018–2019 and collected public and internal documents. For each case, the authors identified sequences (Bidart et al., 2013) displaying a certain homogeneity in terms of innovation strategy. The authors then performed a cross-case analysis.FindingsThese case studies produced two main results. First, the trajectory of innovative SMEs consisted of sequences during which competency needs and HRM practices evolved. Despite their similar modes of ambidexterity, the two SMEs have mobilised different human resource (HR) practices. Second, the HRM practices implemented struggle to support the firm at key turning points in the innovation trajectories and can even hinder such changes in direction.Originality/valueThe originality of this work lies in two major dimensions. First, the authors choose to explore innovation and the search for ambidexterity, two themes that are traditionally studied in large firms, in the setting of SMEs. Second, the authors choose a longitudinal method to explore the evolution over time in modes of ambidexterity and HRM, along these SMEs' innovation trajectory. This is a departure from more traditional approaches seeking to identify which HR practices, or configurations of practices, are best able to foster ambidexterity and innovation. It leads the authors to show, in a contingent, dynamic perspective, the importance of the Human Resources Foundation’s (HRF's) positioning and attitude in supporting diversified SMEs’ innovation trajectories. This requires allocation of the necessary resources to the function, which needs time and resources to reflect on how to build the ambidextrous HRM that is essential for the firm's survival.
期刊介绍:
■Communication, participation and involvement ■Developments in collective bargaining ■Equal opportunities ■Health and safety ■HRM ■Industrial relations and employment protection law ■Industrial relations management and reform ■Organizational change and people ■Personnel and recruitment ■Quality of working life