دانلود مقاله با موضوع تابعیت به عنوان راز موفقیت: "قهرمان پنهان" SMEs و تابعیت به عنوان برنده
در قالب pdf و در 31 اسلاید،قابل ویرایش، شامل:
موضوع به انگلیسی:Subsidiarity as secret of success:
“Hidden Champion” SMEs and
subsidiarity as winning HRM
configuration in interdisciplinary
case studies
بخشی از متن:Abstract
Purpose – This paper contributes to the theory of the relationship between human resource management
(HRM) and innovation at small- to medium-sized enterprises (SMEs) by conducting a conceptual analysis of the
question why Germany boasts by far the highest number of “Hidden Champion” SMEs. This is done by case
studies from the army and public financial management of aid disbursal in developing countries. Implications
for HRM at SMEs are discussed.
Design/methodology/approach – Conceptual analysis using case studies.
Findings – Contributing towards filling the gap concerning theoretical underpinnings of the link between
HRM and innovation, we suggest that interdisciplinary work from relevant organisational case studies
indicates that the concept of institutional design to provide motivational incentives may be relevant, especially
concerning high performance systems with bundles of HRM practices. Specifically, the fundamental principle
of subsidiarity is found to be important.
Research limitations/implications – The research is broadly applicable to organisations of all kinds, as the
diverse case studies indicate. We point towards tentative implications for the firms that account for the
majority of the work force, namely SMEs, and among them the most successful ones, the so-called “Hidden
Champions”.
Practical implications – HR managers can improve motivation, performance and innovation by
decentralising decision-making as far as possible, while ensuring the overall organisational goals are well
understood and shared, and resources are dedicated to train and educate staff. Additionally, the conception of
rank-order competitions complements the institutional design.
Social implications – Greater productivity and material performance as well as greater job satisfaction via
larger autonomy and decision-making power on the local level can be achieved by the application of
subsidiarity as key HRM configuration. This can be employed at SMEs, as discussed, but also other
organisations. Further, the principle of subsidiarity and the greater emphasis on staff training and education
may help reduce inequality
