Sequential Relationship Between Entrepreneurial Orientation, HRM Practices, Collective Organizational Engagement, and Innovation Performance of SMEs.

Khuram Shahzad; Marco De Sisto; Athar Rasheed; Sami Ullah Bajwa; Wie Lui; Timothy Bartram

doi:10.1177/02662426211056460

Sequential Relationship Between Entrepreneurial Orientation, HRM Practices, Collective Organizational Engagement, and Innovation Performance of SMEs.

Khuram Shahzad, Marco De Sisto, Athar Rasheed, Sami Ullah Bajwa, Wie Lui, Timothy Bartram

Faculty of Business and Law

Research output: Contribution to journal › Article › peer-review

Abstract

Despite the increasing relevance of entrepreneurial orientation (EO) for innovation performance in the context of small and medium enterprises (SMEs), few studies examine the complexity of the underlying mechanism that explains the relationship between EO and innovation performance. Drawing on the resource-based view (RBV) and signalling theory, we examine an organisation-level model to explain how SME EO predicts innovation performance through human resource management (HRM) practices and collective organisational engagement (COE). We used data collected from 186 human resource managers and 526 employees in SMEs. The results indicate that HRM practices and COE sequentially mediate the relationship between EO and innovation performance. To complement studies that identify an organisation’s micro processes (i.e. employee behaviours as mediators between EO and innovation), this study highlights the need to examine macro processes occurring at the organisation level to account for the EO–innovation performance relationship.

Original language	English
Pages (from-to)	875-903
Journal	International Small Business Journal: Researching Entrepreneurship
Volume	40
Issue number	7
DOIs	https://doi.org/10.1177/02662426211056460
Publication status	Published - 7 Dec 2021

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10.1177/02662426211056460

Cite this

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title = "Sequential Relationship Between Entrepreneurial Orientation, HRM Practices, Collective Organizational Engagement, and Innovation Performance of SMEs.",

abstract = "Despite the increasing relevance of entrepreneurial orientation (EO) for innovation performance in the context of small and medium enterprises (SMEs), few studies examine the complexity of the underlying mechanism that explains the relationship between EO and innovation performance. Drawing on the resource-based view (RBV) and signalling theory, we examine an organisation-level model to explain how SME EO predicts innovation performance through human resource management (HRM) practices and collective organisational engagement (COE). We used data collected from 186 human resource managers and 526 employees in SMEs. The results indicate that HRM practices and COE sequentially mediate the relationship between EO and innovation performance. To complement studies that identify an organisation{\textquoteright}s micro processes (i.e. employee behaviours as mediators between EO and innovation), this study highlights the need to examine macro processes occurring at the organisation level to account for the EO–innovation performance relationship.",

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Sequential Relationship Between Entrepreneurial Orientation, HRM Practices, Collective Organizational Engagement, and Innovation Performance of SMEs. / Shahzad, Khuram; De Sisto, Marco; Rasheed, Athar et al.
In: International Small Business Journal: Researching Entrepreneurship, Vol. 40, No. 7, 07.12.2021, p. 875-903.

Research output: Contribution to journal › Article › peer-review

TY - JOUR

T1 - Sequential Relationship Between Entrepreneurial Orientation, HRM Practices, Collective Organizational Engagement, and Innovation Performance of SMEs.

AU - Shahzad, Khuram

AU - De Sisto, Marco

AU - Rasheed, Athar

AU - Bajwa, Sami Ullah

AU - Lui, Wie

AU - Bartram, Timothy

PY - 2021/12/7

Y1 - 2021/12/7

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