Formal Human Resource Management Practices in Small Growing Firms
By Bernice Kotey, Peter Slade. 2005
426 citations recorded by the source corpus.
Subfields: Economics and Econometrics, Management of Technology and Innovation
View Paper: https://www.semanticscholar.org/paper/bb0de2944295534369e8393fe9528c9f512ae4f0
How researchers see this paper
The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.
In Economics and Econometrics
- G. O'Neill
- Mark Morrison
- Connie Zheng
- Cathleen Folker
- George Saridakis
- Frank Lasch
- Léo‐Paul Dana
- D. Storey
In Management of Technology and Innovation
- Frank Lasch
- G. O'Neill
- Mark Morrison
- Connie Zheng
- Cathleen Folker
- George Saridakis
- Léo‐Paul Dana
- D. Storey
Citations in the corpus
- Employee Training in SMEs: Effect of Size and Firm Type—Family and Nonfamily (2007, background): “Hornsby and Kuratko (1990), Loan-Clarke et al. (1999), and Kotey and Slade (2005) reported that training is increasingly delegated to specialists within and outside the firm as the firm grows and that training becomes more formal, structured, and oriented toward developing employees for higherlevel…”
- An empirical study of high performance HRM practices in Chinese SMEs (2006, positive): “When this occurs, owners and managers of SMEs may come to realise the importance of formally adopting HRM systems and the associated benefits of nurturing people’s creativity, and even the creation of competitive advantage and growth through people (Bacon et al. 1996; Kerr and McDougall 1999; Kaman ”
- Linking HR formality with employee job quality: The role of firm and workplace size (2010, background): “B L A C K B U R N The process of managing a small fi rm differs from managing a large fi rm, because small fi rms face distinct forms of risk and organize their human resources differently, often informally (Kotey & Slade, 2005; Storey, 2002).”
- Informality and Formality in Medium-Sized Companies: Contestation and Synchronization (2010, neutral): “Smaller firms, as we noted at the outset, are a popular empirical site for researchers to explore formality and informality in managerial practice (see, for Q8 example, de Kok, Uhlaner and Thurik, 2006; Golhar and Deshpande, 1997; Kotey and Slade, 2005).”
- How do micro-firms manage coopetition? A study of the wine sector in France (2018, background): “Human resource management practices, development and training are mostly informal (Kotey and Folker, 2007; Kotey and Slade, 2005).”