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Effective Human Resource Management (HRM) methods are essential in tackling today’s employment challenges and changes. As Small and Medium Enterprises (SMEs) continue to flourish, identifying HRM strategies and practices are necessary for these organizations to obtain a competitive management model....

Many contemporary skills and approaches have emerged as the result of researching and working with diverse global partnerships, teams, networks, companies, and projects. Due to the increasingly innovative global community, it is necessary adapt to these developments and aspire to those most important...

From a survey of Small and Medium-Sized Enterprises (SMEs) in Malaysia and the Philippines, the authors find that the adoption of strategic Human Resource Management (HRM) is at best at a moderate level. The adoption of strategic HRM by SMEs in both Malaysia and the Philippines is predicted from the...

This chapter explores HRM (Human Resource Management) practices in SMEs (Small and Medium Enterprises) in the MIST (Mexico, Indonesia, South Korea, and Turkey) economies. Researchers and consultancy firms such as Goldman Sachs have suggested that these nations will be potentially very strong trading...

Although a lot of research has been carried out in the field of family businesses in recent years, not much of it has focused on human resource management. After compiling the major studies, both negative aspects (e.g. nepotism) and positive ones (e.g. employee commitment) have been identified....

The aim of this chapter is to provide a conceptual basis on the role of HR (Human Resources) practices in conflict management in the context of small business. However, conflict management is not accounted as a formal function of HRM (Human Resources Management) such as selection, performance...

Employees of Small- and Medium-Sized Enterprises (SMEs) are exposed to higher risks than the employees of larger ones, and SMEs have difficulties in controlling risk. Many countries have noticed the potential of the SMEs, and they judge employment and economic growth to a great extent based on these...

This chapter examines the effects of different types of start-up rates on subsequent employment change. Longitudinal data on start-ups and employment in Portuguese regions in the period 1996–2007 is used for the analysis. The study addresses whether diverse types of new small- and medium-sized...

High Performance Work Practices (HPWPs) provide firms with resources to improve employee- and firm-level outcomes. While recent literature in this field begins to explore the role and benefits of HPWPs in Small- to Medium-Sized Enterprises (SMEs), much remains unknown. To address this deficiency, the...

Who does what, and how, is central to Human Resource Management (HRM). Where people do it has been central to theories of location and the clustering of firms in industrial districts. Yet there has been little synergy boundary spanning between HRM and location theories. This chapter seeks to redress...

Small and Medium Enterprises (SMEs) are looking for a sustainable and profitable business concept. They use a human resource model according to the situation and establish a democratic system with flexible work, focusing on responsibility and initiative and increasing the self-control of the team´s...

This chapter proposes that key features of New Public Management (NPM) in complex public service organisations, such as teaching hospitals, are less new than a reversal to Weberian hierarchy, Fordist concern with throughput rather than quality, Taylorist standardised performance criteria, and...

The enormous business competitiveness at a global scale and the constant search for sources of competitive advantage have led several scholars and practitioners to implement their studies to pay attention to the potential of HRM in the success of companies. Portugal, like others European countries, is...

To be successful exporters, SMEs have to penetrate foreign markets rapidly, at low cost, maintaining control of core technologies and products, while adapting product features to local customer requirements and preferences. Entrepreneurs have to find and evaluate potential partners, overcoming...

The target group of the study is composed of the entrepreneurs having business in manufacturing and services in Istanbul (Marmara Region), Kayseri (Central Anatolia Region), and Van (Eastern Anatolia Region), Turkey. Istanbul is a first degree developed city, Kayseri is a second degree developed city...

Organizations operating on a global scale encounter much pressure to be innovative in order to survive. For many, embracing diversity is a means of enhancing creativity, and thus, success. A common organizational strategy to harness diversity is through structures and cultures that organizational...

Context and intelligence are two concepts that when combined create unique insight relative to leadership in complex and ambiguous settings. Contextual intelligence is described as the ability to recognize patterns of interrelated artifacts inherent in events or circumstances, which result in...

When one is asked to put a diverse team together to solve a particular problem, one often thinks of diversity as differences in ethnicity, gender, social economic status, and age. However, one variable not often considered is problem-solving style. Kirton's Adaption-Innovation (AI) theory explains...

Media representations are for most of us a window on the world. We hear, see, or otherwise experience forms of culture through mass distributed imagery, music, news, fashion, and film, among other media. The U.S. is the global leader in the distribution of media, accounting for one-third of more than...

Elon University sponsored successful reading and discussion groups about psychologist Claude Steele's book, Whistling Vivaldi: How Stereotypes Affect Us and What We Can Do. The book describes the many ways that “stereotype threat” negatively impacts people who are anxious about confirming...

With economic development and globalization, many multinational enterprises have been established. Because of the cultural and economic context differences, traditional management strategies could not be effectively implemented in multinational companies. Therefore, management innovation is necessary...

Learning organizations are environments promoting individual and team learning capabilities. Learning organization concepts, embraced by a growing number of organizations throughout the world, are strategies for competing in dynamic economic environments. Globally, leaders across varying industries...

Education, in any setting, must prepare individuals to sensitively relate to and productively collaborate with Culturally and Linguistically Diverse Individuals (CLDI) on multiple levels in various contexts. Undergirded in the Scholarship of Teaching and Learning (SoTL) and constructivism, the study...

Much has been done to assure that social justice is achieved by providing equal opportunity for access to education, but less has been done to provide equal opportunity for learning success. This chapter addresses how an organizational trainer/faculty (instructor) may become an Equal Opportunity...

This chapter examines the definitional links between innovation, organizational change, organizational culture, organizational climate, and dialogic communication. In the 21st century context of nano-second change across organizations, understanding these concepts, their nexus for practical purposes...