The impact of human resource management practices and corporate entrepreneurship on firm performance: evidence from Turkish firms

By Nihat Kaya. 2006

146 citations recorded by the source corpus.

Subfields: Accounting, Management of Technology and Innovation, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/79166323d2386b797da43f0ee5d20d7f05149bdb

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In Accounting

In Management of Technology and Innovation

In Organizational Behavior and Human Resource Management

Citations in the corpus

The state of HRM in the Middle East: Challenges and future research agenda (2018, background): “…practices in Algerian firms (Ramdani et al., 2014), the impact of HRM practices and corporate entrepreneurship on firm performance in Turkish firms (Kaya, 2006), talent management strategies in the UAE (Singh & Sharma, 2015), the impact of cultural value orientations on preferences for HRM (Aycan…”
The role of entrepreneurial orientation in service firms: empirical evidence from Austria (2013, result): “This was because most studies that had included service firms in their data set did not report on the differences between the sector and/or controlled for industry type (e.g. Kaya, 2006).”
Utilitarianism or romanticism: the effect of rewards on employees' innovative behaviour (2011, background): “In recent years, interest in researching the intersection between human resource management (HRM) and entrepreneurship has increased (Kaya, 2006).”
An exploratory analysis of the influence of human resource management activities and organizational climate on job satisfaction in Turkish banks (2010, background): “Various studies have attempted to delineate HRM activities (Pfeffer 1998 ; Ahmad and Schroeder 2003 ; Kaya 2006 ).”
Entrepreneurial orientation and the business performance of SMEs: a quantitative study from the Netherlands (2012, background): “2006), Vietnam and Thailand (Swierczek and Ha 2003), Netherlands (Kemelgor 2002; Stam and Elfring 2008), United Kingdom (Hughes and Morgan 2007) and Turkey (Kaya 2006).”
Talent management motives and practices in an emerging market : a comparison between MNEs and local firms (2016, background): “Senior positions are held by family members who are expected to solve personal problems and provide pastoral support and this is supported by hierarchical and highly centralized organization structures (Tüzüner, 2014; Kaya, 2006).”
Organizational learning, entrepreneurial orientation, and the role of university engagement in SMEs (2016, background): “40 or above, the widely recognized benchmark (Kaya, 2006), and the eigenvalues for all factors were greater than 1.”