Predictors for strategic HR management in German small and medium-sized enterprises: what it takes to install a strategic HR architecture as a contributor to success

Martin Hirsch and Jens Nachtwei

International Journal of Human Resources Development and Management, 2020, vol. 20, issue 3/4, 187-211

Abstract: In Germany the requirements for strategic HR operations are predominantly to be found in large enterprises, the aim being an increased contribution to added value. As far as German small and medium-sized enterprises (SMEs) are concerned however, this subject seems to hardly exist. Theories of knowledge-based competition focus on internal resources as the source of value creation. To this end an analysis is carried out that leads to an identification of predictors for a strategic HR architecture for SMEs. This architecture is then intended to enable optimum use of internal resources and thus contribute to the company's success. To achieve this, the status quo must first be analysed of how the strategic landscape of HR departments in German SMEs is structured. In this context, a qualitative survey of 60 personal interviews with HR managers, executives and HR consultants is conducted. This paper outlines the results and discusses the implications accordingly.

Keywords: human resources strategy; strategic human resources management; HR role; qualitative research method; theories of knowledge-based value creation; resource-based view; contribution to corporate success; strategic HR landscape; small and medium-sized enterprises; SMEs. (search for similar items in EconPapers)
Date: 2020
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