Azhdar Karami

Strategic human resource management and resource‐based approach: the evidence from the british manufacturing industry

The notion, that people management can be a key source of sustained competitive advantage, calls for the integration of Human Resource Management (HRM) and business strategy. Not surprisingly, the main debate in HRM is nowadays concerned with the relationship between strategic management and employee relations in the firm and therefore strategic HRM focuses on the overall direction of the organisation in pursuit of its stated goals and objectives. This paper explores the above relationship in the electronic manufacturing industry. It is based on empirical evidence and the findings of a survey of senior managers’ perception and views on strategic HRM.It is concluded that increasing core competencies of the firm, in particular HR, is one of the key elements to the success of the firm performance and that HR involvement in the development and implementation of business strategy leads to organisational effectiveness in this industry.

Does strategic human resource management matter in high-tech sector? Some learning points for SME managers

Purpose – The main purpose of this paper is to examine the nature and impact of human resource capabilities and involvement on the firms performance in the SME sector.Design/methodology/approach – This research is based on an empirical survey of Chief Executive Officers (CEOs) and their perception of the HR involvement in strategy development in high tech SMEs operating in the electronics industry in the UK. Postal questionnaire is the main data collection instrument for this research. A combination of qualitative and quantitative approaches has been employed for data analysis.Findings – The important conclusion reached is that increasing the core competencies of the firm, in particular in HR, is the key element to the success of the firm. Moreover, it is posed that the growing involvement of the HR in the development and implementation of business strategy will lead to the increased effectiveness of the organisation and the industry as a whole. Finally, the competitive advantage a firm enjoys can come f...

Product Development Strategy

1 Introduction 2 Literature review 3 Researching strategy 4 Product Development Strategy 5 Innovation capacity 6 Entrepreneurial firm performance 7 Final lessons and conclusion

Entrepreneurial Firm Performance

This chapter discusses entrepreneurial firm performance in high-tech small and medium enterprises. The chapter begins with a broad discussion of entrepreneurship in SMEs. Then a comprehensive conceptual framework of study is introduced and discussed. The chapter also provides empirical analysis of the proposed research framework. There is a detailed discussion on the relationship between innovation and entrepreneurship. Different aspects of entrepreneurship, including risk taking and proactivity, are discussed. Then the discussion focuses on the relationship between entrepreneurship and product development strategy. Finally the relationship between innovation capacity and entrepreneurial firm performance is discussed.

Final Lessons and Conclusion

The main objective of this book was to examine the effect of new product development strategy on entrepreneurial performance in high-tech SMEs in the UK. Chapter 1 introduced the objective and scope of the study. It also gave an overview of the main studies in the areas of new product development and entrepreneurial firm performance. Then it discussed the research objectives and questions and a brief methodological view of the study. Chapter 2 discussed strategic management in the context of small and medium-sized enterprises. It covered the theories and definitions of strategy and strategic management, product development and new product development strategies in SMEs. This chapter also reviewed the concepts of innovation and entrepreneurship. It discussed the innovation model, innovation capacity and entrepreneurial firm performance. Chapter 3 began with an outline of the research objectives and questions. It introduced the research philosophy, approach and design of the research. Then it provided the proposed conceptual model and hypotheses about the relationship between new product development and entrepreneurial performance in SMEs. It ended with the data analysis plan for the study. Chapter 4 reviewed the objectives and process of product development in firms. It also discussed the relationship between product development and product life cycle, management resources innovation and performance.