Development of HRM Practices via Entrepreneurial Leadership: A Case Study of A Malaysian Small and Medium Enterprises
This paper describes the small and medium enterprise in Malaysia and presents the results of a case study on a selected Malaysian SME with the objective of understanding the influence of the companys founders who act both as an entrepreneur and a leader. A small agro-based company was studied and the primary and secondary data explored to draw understanding of the need for HRM practices among Malaysian SME. This study shares a story of why such companies can survive and experience growth despite the lack of a formal HR department. We find that HRM practices are applied in the company, although they are informal. An entrepreneurial leader develops HRM practices in synchronization with the companys phase of development. Deliberate and planned HR strategy did not exist in this SME. Instead, it is an emergent practice, parsimonious in nature and appears after strategic decisions have been made by entrepreneurial leaders.
Hind Makhdom M.Zulkifli Ghazali Rosmini Omar
all of Universiti Telcnologi Malaysia
国际会议
2011 Academy for Global Business Advancement(AGBAs)8th World Congress(全球商务发展学会第八届国际会议)
大连
英文
93-101
2011-09-15（万方平台首次上网日期，不代表论文的发表时间）