Effect Mechanisms Of Strategic Human Resource Management In The Second Pioneering Of Chinese Private Enterprises

Co-evolving with the openness and reform of China, the private enterprises in China are facing new challenges of second pioneering, which influences the survival and development of private enterprises. The difficulties of second pioneering have drawn much attention from different parties. Human resource has been recognized as one main problem that causes the challenges of second pioneering, but also is recognized as the active driver for successful pioneering. How to help private enterprises to achieve successful second pioneering through strategic human resource management(SHRM) has been important theoretical and practical topic. Aiming at the second pioneering of private enterprises in China, this research uses mixed methodology to study the effect mechanisms of SHRM on the second pioneering of Chinese private enterprises.Firstly, this research indicates that the second pioneering problem of Chinese private enterprises is not only just the challenges of firm development stages but rooted deeply in the evolution of Chinese society, political, and economy, which demands a historical-evolutionary perspective. Through systematic literature study for private enterprises in the past three decades, this research indicates that internal interest and power conflicts, strategic innovation difficulty, and limits of resource and capability are the main three challenges for the second pioneering. The internal interest and power conflict are related to the fight among shareholders, senior manger team, and ordinary employees。Strategic innovation difficulty constrains the private enterprises to renew its strategy, business model, and market positioning. At the same time, the limits of resource and capability weaken private enterprises’possibility to develop new business and realize their strategies, which implies the demand of reconfiguring financial, intellectual, and relationship capital for private enterprises.Secondly, this research tries to find out the mechanisms that link SHRM to the resolution of three main challenges of second pioneering. Applying case research method, this research finds that SHRM contributes to the success of second pioneering through interactions with corporate governance, intellectual capital, and organizational learning. Through effect on corporate governance, SHRM can help to clarify power and interest relationships within firms。Through effect on intellectual capital, SHRM can help to reconfigure human capital, social capital, and organizational capita. Through effect on organizational learning, SHRM could support strategic analysis, strategic-making, and strategic implementation. Besides, the effect of SHRM is moderated by environment uncertainty and relationship dependence. The main research propositions are proposed through study in this part.Thirdly, this research proposes and tests the effect framework of SHRM on the second pioneering. Using survey with questionnaire, this research finds significantly positive impacts of SHRM on corporate governance, intellectual capital, and organizational learning. While task environment uncertainty will positively moderate the effect of SHRM on client capital, human capital, and innovation factor of organizational capital, institutional environment uncertainty will negatively moderate the effect of SHRM on governance of director boards and senior managers, client capital, positive orientation of human capital, and organizational structural capital. Besides, relationship dependence will negatively moderate the effect of SHRM on negative orientation of human capital.Fourthly, this research conducts participation action research to deepen the understanding of how to introduce SHRM into private enterprises. Through own management practice at HELI Company, researcher tries to explore the process disciplines of SHRM in the second pioneering private enterprises. The empirical work demonstrates that without the balance of financial, intellectual, and relationship capital at shareholder, director, and senior management level, the introduction and implementation of SHRM will not be initiated and realized. The existence of entrepreneurs that support SHRM is the key factor. On the one hand, following the change of corporate governance, innovation of new strategy, and cultivation of new resource and capability, the private enterprises could define their SHRM direction and policy, which will lead firm to design their SHRM practice in turn. On the other hand, SHRM generates impact on organizational change of second pioneering through new staffing and allocation efforts, new competence cultivation system, and strategic oriented performance and compensation system, which is deepened with the development of second pioneering.This research contributes to both fields of SHRM and second pioneering of private enterprises by combining these two fields. For the field of second pioneering of private enterprises, this research contributes to clarify the problems of initiation and continuous development of second pioneering through establishing the effect mechanism framework of SHRM. Moreover, this research contributes to SHRM filed by putting SHRM into the specific context of second pioneering, which helps to enrich the knowledge about SHRM effect mechanism and moderation effect of environmental uncertainty and relationship dependence.Based on the research findings, this research provides practical implications in three aspects. Firstly, managers need to apply a perspective of organizational change to analyze the specific demands of SRHM and decide SHRM policy and practice. Secondly, the support and enforcement of entrepreneurs based on healthy corporate governance are preconditions for SHRM in second pioneering. Thirdly, to ensure the effect of SHRM in the second pioneering private enterprises requires to decrease the environmental uncertainties, particularly improve the stability and transparency of institutional environment. The future study could address the following four topics:innovation capability of SHRM; continuous second-pioneering; dynamic motivation and constraints of core team; shareholders’ physical, intellectual, and relationship capital in corporate governance。...