A Study On The Relationship Between Entrepreneurial Orientation And Human Resource Stratege In Family Business

Nowadays organizations are facing with more severe competition than ever before. Managers need to search resources to maintain and promote their enterprises'competitive edge. The research of family business is growing though encountering lots of criticisms. The most ancient organization structures are persisting doing contribution to world's economy. Many management theories and practices demonstrated that Entrepreneurial- oriented organizations and strategic human resource management could effectively develop and maintain its competitive edge. However, there hasn't any systematic awareness about influencing mode of entrepreneurial orientation on human resource strategies. Based of former paper and methods of entrepreneurial orientation and human resource strategies, this article expressed the results of family business though practical way. The main findings are1. By taking in-depth interviews and case studies, the paper found in China's family business, three dimensions of EO including innovativeness, proactiveness and risk-taking. These three dimensions have strong effect on human resource strategies on family business.2. This study developed a preliminary test on EO. After the test, a formal questionnaire was formed and psychometric analysis expressed that the formal questionnaire has good reliability and validity. During the study, three dimensions of EO was found in China's family business named innovativeness, proactiveness and risk-taking. These three dimensions owned independency with each other.3. Based on former paper, four dimensions of human resource strategy was found including commitment-supportiveness, stable-regulation, efficiency-goal and openness-cooperation. All showed a good reliability and validity.4. By using the methods of correlation analysis, regression analysis and structural equation modeling, the paper found that EO had a strong relationship with human resource strategy. EO had possitve significant effects on commitment-supportiveness, efficiency-goal and openness-cooperation and had a negative significant effect on stable-regulation in the dimensions of human resource strategy.