International Handbook of Entrepreneurship and HRM
Show Less

International Handbook of Entrepreneurship and HRM

Edited by Rowena Barrett and Susan Mayson

This invaluable reference tool has been designed in response to the growing recognition that too little is known about the intersection between entrepreneurship and human resource management. Paying particular attention to the ‘people’ side of venture emergence and development, it offers unique insights into the role that human resource management (HRM) plays in small and entrepreneurial firms.
Buy Book in Print
Show Summary Details
You do not have access to this content

Chapter 17: Organizational Attractiveness of Small Businesses

Melissa S. Cardon and Ibraiz Tarique


Melissa S. Cardon and Ibraiz Tarique Introduction The last two decades have seen a significant increase in research at the nexus of human resource management and entrepreneurship. Several reviews of this literature have been done (for example, Cardon and Stevens, 2004; Heneman and Tansky, 2002; Heneman et al., 2000) and special issues of journals such as Human Resource Management, Human Resource Management Review and Entrepreneurship: Theory and Practice have been devoted to relevant manuscripts. Yet despite the increase in research at this nexus, there is still much we do not know about even basic functions within small and/or emerging ventures. Cardon and Stevens (2004) provide a comprehensive review of this literature while in Tansky and Heneman’s (2006) edited book several new promising lines of research in this area are detailed. The majority of research at the intersection of entrepreneurship and human resources is in the area of recruitment and selection. For example, Cardon and Stevens (2004) found 15 of the 37 articles reviewed included these topics. What we know about selection in small firms is that it is important (Hornsby and Kuratko, 1990), but difficult (Gupta and Tannenbaum, 1989), because these firms often lack resources and stability (Bruderl and Schussler, 1990; Ranger-Moore, 1997) and may be seen as illegitimate employers to potential applicants (Williamson, 2000; Williamson et al., 2002). Learning how to attract the best applicants has become critical but small firms have a problem with their ‘organizational attractiveness’. In addition, much of our knowledge of hiring practices...

You are not authenticated to view the full text of this chapter or article.

Elgaronline requires a subscription or purchase to access the full text of books or journals. Please login through your library system or with your personal username and password on the homepage.

Non-subscribers can freely search the site, view abstracts/ extracts and download selected front matter and introductory chapters for personal use.

Your library may not have purchased all subject areas. If you are authenticated and think you should have access to this title, please contact your librarian.

Further information

or login to access all content.