Portfolio Strategy Of Human Resources In The Entrepreneurial Context, And Its Multi-level Effects

Nowadays organizations are facing with more and more severe competition. It is most urgent to improve organizational performance. Managers must try every way to dispose its resources effectively so as to maintain and promote the company's competitive edge. Many management theories and practices demonstrated that corporate entrepreneurship and strategic human resource management could effectively develop its competitive edge, which provides theory base for the sustainable development of private enterprises and becomes the focus of management researches. So far, there hasn't any systematic awareness about influencing mode of entrepreneurial strategy on human resource strategies, the structural model and the mechanism of human resource strategy affecting performance. Integrating the research findings in corporate entrepreneurship, resource-based review with strategic human resource management and prospect theory from the perspectives of strategic fit, practices configuration, multilevel interaction and process mechanism, four sub-studies were conducted on the antecedent variables, the construct, and its effect on performance of the human resource configuration.In study I, twelve private companies in different industries, areas and developing stages were investigated via semi-structured interview with human resource managers on human resource strategy (HRS) and the patterns which entrepreneurial strategy and human resource architecture affected HRS. Then four typical firms were selected for summarizing. The study indicated that cost strategy and differentiation strategy were two major entrepreneurial strategies (ES) in private enterprises. Cost-leadership ES was very common in this type of firms, but some firms seemed to convert cost-leadership ES to differentiation ES. It also indicated that private enterprises divided and managed employees with different ways by the value 1 and uniqueness of human capital. HRS was affected not only by ES, but also by human resource architecture. In private enterprises, HRS and HR practices combination were established around the management mode of commitment-control and they obtained approach of internal development-external acquisition. The result of this study laid the foundation of the next studies.In study II, the model of configuration strategy based on human resource value orientation was verified. The consistent fit between entrepreneurial strategy and HRS, the matching mode between HR architecture and HRS were explored and tested. Based on literature, this study proposed a four-dimension structural model for HR configuration. Through questionnaire survey of 228 employees in private enterprises, it was found that: (1) the strategy of human resource configuration included openness-cooperation, commitment-supportiveness, efficiency-goal, stable-regulation, and they were significantly different in diversified organizational contexts. (2) Both...