Chronic Underfit of the Small Firm’s HRM Function: When Low Functional Elaboration Interacts with Contingencies

We address qualitative functional elaboration of human resource management (HRM) in small firms where HRM is typically simple and informal. After describing qualitative functional elaboration in terms of structuration, managerial process, and effects on HRM, we discuss relevant contingencies that can render small-firm HRM’s degree of elaboration insufficient relative to firm needs and goals. We then discuss implications of chronic underfit of HRM in small firms, drawing on theory of asymmetric effects of misfit. Finally, we discuss implications for future research, practice, and entrepreneurship education

On Antecedents of Functional Elaboration of HRM in Small Firms

This work further develops the foundation for a functional elaboration theory of human resource management (HRM) in small firms (Wilkerson & Seers, 2019) by detailing some antecedents of HRM’s qualitative and quantitative elaboration in the small firm. Whereas theoretical development in this area to date has focused on functional elaboration and associated fit or misfit of HRM to relevant contingencies, adequate explanation of antecedents has been lacking. We present propositions regarding several entrepreneurial and organizational predictors of, as well as relevant interactive effects on, HRM’s functional elaboration in small firms

Complexity leadership theory: An interactive perspective on leading in complex adaptive systems

Traditional, hierarchical views of leadership are less and less useful given the complexities of our modern world. Leadership theory must transition to new perspectives that account for the complex adaptive needs of organizations. In this paper, we propose that leadership (as opposed to leaders) can be seen as a complex dynamic process that emerges in the interactive “spaces between” people and ideas. That is, leadership is a dynamic that transcends the capabilities of individuals alone; it is the product of interaction, tension, and exchange rules governing changes in perceptions and understanding. We label this a dynamic of adaptive leadership, and we show how this dynamic provides important insights about the nature of leadership and its outcomes in organizational fields. We define a leadership event as a perceived segment of action whose meaning is created by the interactions of actors involved in producing it, and we present a set of innovative methods for capturing and analyzing these contextually driven processes. We provide theoretical and practical implications of these ideas for organizational behavior and organization and management theory

Exploratory and Confirmatory Factor Analysis: Guidelines, Issues, and Alternatives

Turbulent changes in the marketplace have convinced many dentists, physicians, lawyers and other professionals that they must learn to manage a business. The article investigates the relationships dentists develop with people outside their practice as they seek advice to deal with business problems. The professions must cope with rapid changes in consumer preferences and expectations, increased competition, the decline of monopolies and the explosion of knowledge. Fifty-two self-employed dentists were interviewed to test the usefulness of the theory of cooperation and competition to analyze professional networking. These dentists were able to network effectively to solve business problems when they developed cooperative goals and discussed their views open-mindedly. Studies have found that people with cooperative goals discuss problems and assist and influence each other effectively. Meta-analyses support the propositions that cooperative goals and interaction contribute to productivity and morale