Configuring and Contextualising HR Systems: An Empirical Study of Manufacturing SMEs

Richard Lacoursière; Bruno Fabi; Louis Raymond

doi:10.5771/0935-9915-2008-1-2-106

Contents
- Chapter Expand | CollapseAuthorsPage
- 1–4 Titelei/Inhaltsverzeichnis 1–4
- 5–8 Introduction Wenzel Matiaske, Hüseyin Leblebici, Rüdiger Kabst Wenzel Matiaske, Hüseyin Leblebici, Rüdiger Kabst 5–8
- 9–32 Resource Dependence Theory – How Well Does It Explain Behavior of Organizations? Werner Nienhüser Werner Nienhüser 9–32
- 33–52 RBV and the Road to the Control of External Organizations Jörg Freiling Jörg Freiling 33–52
- 53–69 Board-Management Relationships: Resources and Internal Dynamics Ljiljana Erakovic, Sanjay Goel Ljiljana Erakovic, Sanjay Goel 53–69
- 70–93 Diversity Strategies Focused on Employees with a Migration Background: An Empirical Investigation Based on Resource Dependence Theory Renate Ortlieb, Barbara Sieben Renate Ortlieb, Barbara Sieben 70–93
- 94–105 The Role of Strategic Alliances in Gaining Sustainable Competitive Advantage for Firms Refik Culpan Refik Culpan 94–105
- 106–125 Configuring and Contextualising HR Systems: An Empirical Study of Manufacturing SMEs Richard Lacoursière, Bruno Fabi, Louis Raymond Richard Lacoursière, Bruno Fabi, Louis Raymond 106–125
- 126–147 Viewing the Leadership Narrative through Alternate Lenses: An Autoethnographic Investigation Ken W. Parry Ken W. Parry 126–147
- 148–150 Book Review 148–150
- 151–156 New Books 151–156
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mrev management revue , page 106 - 125

Configuring and Contextualising HR Systems: An Empirical Study of Manufacturing SMEs

Autoren

Richard Lacoursière Bruno Fabi Louis Raymond

DOI
- doi.org/10.5771/0935-9915-2008-1-2-106
- ISSN: 0935-9915
- ISSN online: 1861-9908
Abstract

Human resource management (HRM) has become for SMEs a critical factor of adaptation to an increasingly complex and uncertain business environment. Founded on open systems and contingency theory, the present study seeks to identify configurations of HR systems in manufacturing SMEs, and to determine the extent to which these configurations are associated to the environmental and organisational context. Survey data analysis of 176 manufacturing SMEs revealed three configurations of HR systems, namely a "strategic-high-commitment system", a "functional-high-commitment system", and a "traditional-low-commitment system". Differences in these systems are associated to variables that reflect the SMEs' environmental, organisational and technological context.
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