Organization Context and Human Resource Management in the Small Firm

By Jan M. P. De kok, L. Uhlaner. 2001

268 citations recorded by the source corpus.

Subfields: Accounting, Economics and Econometrics, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/d0e76498c932c846ea4e3bfcadd2d02913c94cef

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Citations in the corpus

Disentangling the effects of organizational capabilities, innovation and firm size on SME sales growth (2013, unknown): “Research by De Kok and Uhlaner (2001) provides empirical evidence that formal human resource management, especially formal training programs, is more likely in those small firms reporting alliances with larger firms, regardless of whether the larger firms are suppliers or customers.”
An empirical study of high performance HRM practices in Chinese SMEs (2006, background): “…medium-sized enterprises, there was often a concentration upon identification of problems in the areas of selection, recruitment, compensation, empowerment, training and the role of trade unions (see, for example, De Kok and Uhlaner, 2001; Rainnie, 1989; Szamosi et al., 2004; Wyer and Mason, 1999).”
HR outsourcing: threat or opportunity? (2008, background): “Micro organisations fall outside the empirical scope of this contribution because we know from research that smaller organisations make less use of HR practices ( de Kok and Uhlaner, 2001”
Driving innovation: Public policy and human capital (2019, background): “…especially small ones, lack the knowledge and expertise to either a) reliably assess work attitudes or b) identify human resource practices relevant to these attitudes and apply the most current research (Cassell et al., 2002; de Kok and Uhlaner, 2001; Kroon et al., 2013; Matlay, 1999).”
High performance work practices in small firms: a resource-poverty and strategic decision-making perspective (2013, methodology): “To further investigate this aspect, this paper builds on the decision-making models proposed by Cassell et al. (2002) and de Kok and Uhlaner (2001) which hold that the decision by a small firm’s management to translate a company issue into an HR intervention depends on both the owner–manager’s…”
Human resource practices, employee attitudes and small firm performance (2017, unknown): “Singh and Vohra (2009) suggest that explicit, written HR policies and procedures are present to varying degrees in small firms, but that generally HR activities in SMEs are informal, reactive and have a short-term outlook (de Kok et al., 2002; de Kok and Uhlaner, 2001).”