Georgios N. Theriou

Enhancing performance through best HRM practices, organizational learning and knowledge management

Purpose – The purpose of this paper is to explore the relationships between best human resource management (HRM) practices, knowledge management (KM), organization learning and organizational capabilities (OC) and their impact on organizational performance. The proposed framework intends to add to the understanding of the specific processes that mediate between best HRM practices and organizational performance.Design/methodology/approach – A range of relevant literature is explored and a conceptual model is proposed and discussed.Findings – This paper proposes an answer to “how” best HRM practices can influence performance. It is suggested that KM and organizational learning (OL) play their own unique role in creating OC, which lead to superior performance.Practical implications – The paper can help human resource managers to understand better the importance of OL and KM processes and the way best HRM practices, through the integration of these two processes, lead to superior and sustainable performance.O...

The impact of best HRM practices on performance – identifying enabling factors

Purpose – The purpose of this paper is to empirically examine the relationships between best human resource management (HRM) practices, knowledge management (KM), organization learning and organizational capabilities (OC), as well as their impact on organizational performance. Design/methodology/approach – To carry out this research, a structured questionnaire was designed and distributed to 212 manufacturing firms which employ at least 50 employees. The final sample consists of 138 useable questionnaires. Findings – Results indicate that manufacturing firms pursuing best HRM practices achieve higher performance through the interaction of these practices with KM and organizational learning capability and the creation of OC. Research limitations/implications – Possible limitations of the study include the measurement of OC, the use of subjective performance indicators and the data collection approach reflecting mainly HRM managers’ perceptions. Practical implications – HR practitioners and/or managers shou...

Exploring the entrepreneurship-performance relationship: evidence from Greek SMEs

Purpose – The purpose of this paper is to introduce a conceptual framework (research model) that investigates the linkages between “entrepreneurial orientation (EO)”, “entrepreneurial management (EM)”, “environmental factors (EF)”, “access to financial capital” and “firm performance”. In more detail, “EF” and “access to financial capital” are proposed as moderating factors in the “orientation-performance” relationship, while “EO” and “EM” are hypothesised to have a direct effect on “firm performance”. The proposed model includes factors that have never been collectively examined by the entrepreneurship literature before and is expected to enhance the empirical knowledge about the entrepreneurship-performance relationship in small and medium enterprises (SMEs), offering important practical guidelines to small and medium companies. Design/methodology/approach – The present study is empirical, explanatory, deductive and quantitative. The examination of the proposed conceptual framework was made with the use of a newly developed questionnaire. The population of the study is the sum of Greek SMEs operating during the year 2012. The sample was selected using random sampling techniques: four sectors of the economy were selected (cluster sampling technique) and 760 companies were randomly selected from that sub-group (simple random sample technique). The questionnaire, consisting of 62 items (questions) used to measure the five research factors, was distributed to 333 Greek companies that agreed to participate in the study. After the completion of the research period (September-November 2011), 303 usable questionnaires were returned. Given the fact that the initial target sample was 760 companies the response rate is 39.86 per cent. The empirical data were analysed using the regression analysis and the “Structural Equation Modelling” technique. Findings – Results indicate that “EF” and “access to financial capital” moderate the relationship between “EO” and “firm performance”, through “EM”. Moreover, results confirm a positive relationship between “EO” and “firm performance”, when “EO” is accompanied by “EM” and a direct relationship between “EM” and “firm performance”. Research limitations/implications – The main limitation of the study includes the relatively small sample size. Despite that, the sample size is considered appropriate for the statistical analysis conducted, while similar sample size has been used in other similar studies of the field (Gurbuz and Aykol, 2009; Lumpkin and Dess, 2001; Zahra and Garvis, 2000). Another limitation stemming from the implemented methodology is the use of self-report scales to measure the constructs of the proposed model. Originality/value – This paper attempts to shed some light on those entrepreneurial actions that seem to influence performance. The study makes use of contingent variables and is conducted in SMEs within a European context. As it is obvious from the literature, thus far, there has been a limited amount of research conducted in small European firms examining the entrepreneurship-performance relationship.

Exploring the factors associated with weblog usage acceptance: evidence from Cyprus

In the past many studies have been conducted regarding the internet, yet not enough attention was given on web blogging and the factors that influence users to participate in a weblog. By expanding the theory of reasoned action, an attempt was made to understand the reasons why users take part in a weblog. A survey, involving 102 blog users, was conducted to examine the research model. The results revealed that technology acceptance factors (ease of use and enjoyment) and knowledge sharing (reciprocal benefit) were positively related to attitude towards participating in a blog. On the other hand, social influence factors (community identification and social norm) were positively related to users intention in regard to blog usage. The findings of this study are compared to the results found by Hsu and Lin (2008) in a similar study and also provide implications to practitioners for understanding and promoting blog usage.

The role of firm-specific factors in the strategy-performance relationship: Revisiting the resource-based view of the firm and the VRIO framework

Purpose - This paper aims to attempt to bring together various organisational aspects that have never been collectively investigated before in the strategic management literature. Its main objective is to examine the relationship between “strategic orientation” and “firm performance”, in the light of two firm-specific factors (“distinct manufacturing capabilities” and “organisational structure”). The proposed research model of the present study is built upon the resource-based view (RBV) of the firm and the organisational aspect of the VRIO framework (the “O” from the VRIO model). Design/methodology/approach - The study proposes a newly developed research model that adopts a four-factor approach, while examining a number of direct and indirect effects. The examination of the proposed research model was made with the use of a newly developed structured questionnaire that was distributed on a sample of Greek manufacturing companies. Research hypotheses were tested using the structural equation modelling technique. The present study is explanatory (examines cause and effect relationships), deductive (tests research hypotheses), empirical (collects primary data) and quantitative (analyses quantitative data that were collected using a structured questionnaire). Findings - The empirical results suggest the coexistence of three distinct categories of effects on “firm performance”: strategy or “utility” effects, depending on the content of the implemented strategy; firm-specific effects, depending on the content of the organisational resources and capabilities; and organisational effects, depending on the implemented organisational structure. More specifically, the statistical analysis underlines the significant mediating role of “strategic orientation” and the complementary role of “organisational structure”. Finally, empirical results support the argument that “strategy follows structure”. Research limitations/implications - The use of self-reported scales constitutes an inherent methodological limitation. Moreover, the present study lacks a longitudinal approach because it provides a static picture of the subject under consideration. Finally, the sample size of 130 manufacturing companies could raise some concerns. Despite that, previous empirical studies of the same field, published in respectable journals, were also based on similar samples. Practical implications - When examining the total (direct and indirect) effects on “firm performance”, it seems that the effect of “organisational structure” is, almost, identical to the effect of “distinct manufacturing capabilities”. This implies that “organisational structure” (an imitable capability) has, almost, the same contribution on “firm performance” as the manufacturing capabilities of the organisation (an inimitable capability). Thus, the practical significance of “organisational structure” is being highlighted. Originality/value - There has been little empirical research concerning the bundle of firm-specific factors that enhance the impact of strategy on business performance. Under the context of the resource-based view (RBV) of the firm, the present study examines the impact of “organisational structure” on the “strategy-capabilities-performance” relationship, something that has not been thoroughly investigated in the strategic management literature. Also, the present study proposes an alternate measure for capturing the concept of business strategy, the so-called factor of “strategic orientation”. Finally, the study adopts a “reversed view” in the relationship between structure and strategy. More specifically, it postulates that “strategy follows structure” and not the opposite (“structure follows strategy”). Actually, the empirical data supported that (reversed) view, challenging the traditional approach of Chandler (

The relationship between the use of strategic human capital, the design of the management control system and organisational performance: an empirical study in the Greek context.

This study examines, within the context of Greece, the relationship between the four attributes (importance, behavioural uncertainty, firm specificity and spread) of Strategic Human Capital (SHC), the design/use of Management Control Systems (MCSs) and organisational performance. It utilises both Transaction Cost Economics (TCS) and contingency theory to develop the theoretical background of the study, since both analyse the function of management control. This study extends the model of Widener (2004) a step further by incorporating organisational performance. It supports the proposed model of Widener, by verifying the positive influence of the four components of SHC to the personnel controls and non-traditional results controls and their negative influence on the use of traditional results controls.