Corporate Entrepreneurship, HRM Practices and Firm Performance

AIn modern business dynamics, firm growth and sustainability significantly depends on corporate entrepreneurship (CE) and entrepreneurship (E) practices. Because of their significance, we have examined the direct and indirect effect of corporate entrepreneurship (CE) and entrepreneurship (E) on firm performance (FP) in SMEs of Nigeria. We have used a sample of 387 for collecting the data non-randomly. The tool we used for collecting the data was a close-ended questionnaire, which we adapted from earlier studies. The authors have used Smart PLS for statistical analysis. We found that corporate entrepreneurship (CE), entrepreneurship (E), and human resource management (HRM) affects firm performance (FP). We also found that HRM practices also have a significant link with corporate entrepreneurship (CE), entrepreneurship (E), and firm performance (FP). The results also suggest that entrepreneurship (E) and corporate entrepreneurship (CE) mediates HRM practices and firm performance (FP). The above findings were consistent with the view that HRM practices are an essential component of an organization. HRM activities besides conventional functions also promote entrepreneurial (E) behaviour and organizational outcomes. Thus, the HRM department must continuously revisit the policies and procedures to ensure that they are aligned with the changing environment. Entrepreneurial (E) and corporate entrepreneurial (E) orientation support an environment that encourages employees to participate in decision making, which enhances employees’ sense of belonging and promote a positive attitude towards work.Keywords: Corporate entrepreneurship, entrepreneurship, practices, firm performance, Nigeri