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The Many Influences of HRM on Corporate Entrepreneurship
James C. Hayton, PhDSDA Bocconi/Bocconi University
Overview
• A brief historical note
• What corporate entrepreneurship is and who is doing it
• The HRM levers for corporate entrepreneurship
• Opportunities for research and practice
The ‘Labor Problem’
• Employer exploitation of labor
• Labor exploitation of employers
• Unrest, under productive, untrusting
• A social problem - and challenge
The Management Solution
• HR focus has been bureaucratic solution
• systematic, rational, fair, rigid
• e.g., Job analysis; Job evaluation; Sophisticated staffing
• and it has worked... to a point
The New ‘Labor Problem’• Promote corporate entrepreneurship:
• innovation, risk, proactivity
• Balance:
• independence and interdependence
• commitment and performance
• competition and cooperation
• risk taking and discipline
Intellectual Capital & CE in High Tech New Ventures
(Hayton, 2002; 2005)
Product Innovation&
New Ventures
• Intellectual Property
•+
•Human capital
•+
•Reputational Capital
N=237 high tech new ventures: 1994-2000
Human Capital & Absorptive Capacity (Hayton & Zahra, 2005)
Acquisitions
TMT Human Capital
Level
N = 340 high tech new ventures (US)
TMT Human Capital
Diversity
Joint Ventures SalesGrowth
New ProductInnovation
The Roles of Corporate Entrepreneurship
(Hayton & Kelley, 2006)
TechInnovator
TechInnovator Boundary
Spanner
BoundarySpanner
InnovationChampion
InnovationChampion Executive
Sponsor
ExecutiveSponsor
Culture & CE• National culture (Hayton et al., 2002)
• influences CE role behaviors (e.g., championing behaviors, Shane, 1994)
• Need research on boundary spanning and sponsoring
• Corporate culture
• balance individualism and collectivism (Morris et al., 1994; Zahra et al., 2004)
• other key dimensions?
Culture
CorporateEntrepreneurship
Individualism VsCollectivism ‘∩’
External Orientation (Vs. Internal)
Decentralized Control Orientation (Vs Centralized).
Long-term Orientation(Vs. Short-term)
Family FirmsVs. Non Family
Firms
N = 536 manufacturing firms (US), 218 of which were family owned
An alternative view on corporate culture
LowCollective
High Collective
HighIndividual
support‘mavericks’ Balance
LowIndividual
nullcase
supportjoint effort
HR SYSTEM
An HRM Architecture for CE(adapted from Hayton, 2005)
High DiscretionJob Design
Socialization &Team Training
PerceivedOrganization
Support
Social CapitalTrust
Citizenship
Internal & External Resource
Exchange
Human Capital Investments
RiskTaking
CorporateEnt.
Perf. Management& Incentives
Entrepreneurial Networks (Kang et al, 2007)
• Entrepreneurial networks
• access to external knowledge and capabilities
• partnering
• Internal networks
• knowledge integration
• knowledge recombination
• Need more research on network characteristics and influence of HRM
HR and Risk
• CE involves uncertainty and/or risk
• career versus financial (von Hippel, 1977)
• Emphasis of research on rewards
• inputs versus outcomes (e.g., Balkin and colleagues)
Opportunities for Research & Practice
• What influences willingness of corporate entrepreneurs (in any role) to contribute?
• Psychological safety and perceived career risk
• Taking a total rewardsperspective
Further Opportunities for Research & Practice
• HR’s role in building networks
• The effects of relationships and social capital on knowledge sharing/learning
• Returning to our ‘roots’: case studies and descriptive work - how do entrepreneurial firms manage?