This study includes a research on the impacts of core employees on the
perceived performances of Small and Medium Sized Enterprises (SME’s).
Employees, who are working at manufacturing department or basic function, were
taken as core employees in the frame of the research. This research was
conducted at the Middle and Eastern Black Sea region of Turkey; at 60 SME’s.
The research was realised on the bases of the resource-based view of the firm;
the relation between the characteristics of core employees as rareness,
hardness to imitation and the perceived performances of SME’s were given. This
study contributes to the literature for its regional focus to the topic and for
the presentation of how SME’s perceive organizational performance as
dimensional context. The results of the research didn’t support the hypothesis
which claims that there is a positive relationship between the expertises of
core employees, whose superior characteristics are specific to firms and the
Bae, J., & Lawler, J. J. (2000). Organizational and HRM Strategies in Korea: Impact on Firm Performance in an Emerging Economy. Academy of Management Journal, 43, 502-517. http://dx.doi.org/10.2307/1556407
Barney, J. B., & Wright, P. M. (1997). On Becoming a Strategic Partner: The Role of Human Resources in Gaining Competitive Advantage. Human Resource Management, 37, 31-46. http://dx.doi.org/10.1002/(SICI)1099-050X(199821)37:1<31::AID-HRM4>3.0.CO;2-W
Carmeli, A., & Schaubroeck, J. (2005). How Leveraging Human Resource Capital with Its Competitive Distinctiveness Enhances The Performance of Commercial and Public Organizations. Human Resource Management, 44, 391-412. http://dx.doi.org/10.1002/hrm.20081
Delaney, J. T., & Huselid, M. A. (1996). The Impact of Human Resource Management Practices on Perceptions of Organizational Performance. Academy of Management Journal, 39, 949-969. http://dx.doi.org/10.2307/256718
Harel, G. H., & Tzafrir, S. (1999). The Effect of Human Resource Management Practices on the Perceptions of Organizational and Market Performance of the Firm. Human Resource Management, 38, 185-200. http://dx.doi.org/10.1002/(SICI)1099-050X(199923)38:3<185::AID-HRM2>3.0.CO;2-Y
Hester, L. J. (2005). The Impact of Strategic Human Resource Management on Organizational Performance: A Perspective of the Resource-Based View of the Firm. Ph.D. Thesis, Fort Lauderdale, FL: Nova South-Eastern University.
Lopez-Cabrales, A., Valle, R., & Herrero, I. (2006). The Contribution of Core Employees to Organizational Capabilities and Efficiency. Human Resource Management, 45, 81-109. http://dx.doi.org/10.1002/hrm.20094
Skaggs, B. C., & Youndt, M. (2004). Strategic Positioning, Human Capital, and Performance in Service Organizations: A Customer Interaction Approach. Strategic Management Journal, 25, 85-99. http://dx.doi.org/10.1002/smj.365
Takeuchi, R. (2003). How Do We Get From There to Here? Understanding the Black Box in Strategic HRM Research Resource-Based and Social Exchange Perspectives. Ph.D. Thesis, College Park, MD: The University of Maryland.
Wright, P. M., Smart, D. L., & McMahan, G. C. (1995). Matches between Human Resources and Strategy among NCAA Basketball Teams. Academy of Management Journal, 38, 1052-1074. http://dx.doi.org/10.2307/256620
Youndt, M. A., Snell, S. A., Dean Jr., J. W., & Lepak, D. P. (1996). Human Resource Management, Manufacturing Strategy, and Firm Performance. Academy of Management Journal, 39, 836-866. http://dx.doi.org/10.2307/256714