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dc.contributor.authorHarney, Brianen
dc.contributor.authorDundon, Tonyen
dc.identifier.citationB. Harney and T. Dundon, 2006, Capturing Complexity: developing an integrated approach to analysing HRM in SMEs, Human Resource Management Journal, Vol 16 (1), pp 48-73en
dc.description.abstractThis article presents a framework to evaluate HRM in small and medium-sized enterprises (SMEs), using an open systems theoretical perspective. In presenting an open systems perspective the objective is to overcome the limitations of existing theorising in HRM, in particular to facilitate a move away from the small is beautiful versus bleak house stereotypes evident in much of the literature concerned with HRM in SMEs. The evidence is drawn from six SMEs operating in the Republic of Ireland, using a case study method. The findings show that a complex interplay of external structural factors and internal dynamics shaped HRM in each of the companies. HRM was not the coherent set of practices typically identified in the literature but rather was often informal and emergent. It is argued that the open systems theoretical framework enables a move beyond mere recognition of the complexity and heterogeneity of HRM in SMEs, towards an understanding, accommodation and explanation of particularistic factorsen
dc.publisherHuman Resource Management Journalen
dc.subjectsmall-to-medium sized-enterprisesen
dc.subjectopen systems theoryen
dc.subjectcontingency theoryen
dc.subjectHuman Resource Managementen
dc.subjectJ.E. Cairnes School of Business and Economicsen
dc.titleCapturing complexity: developing an integrated approach to analysing HRM in SMEsen

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