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Comparative EntrepreneurshipThe UK, Japan, and the Shadow of Silicon Valley$
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D. Hugh Whittaker

Print publication date: 2009

Print ISBN-13: 9780199563661

Published to Oxford Scholarship Online: October 2011

DOI: 10.1093/acprof:oso/9780199563661.001.0001

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HRM, Leadership, and Culture

HRM, Leadership, and Culture

Chapter:
(p.102) 6 HRM, Leadership, and Culture
Source:
Comparative Entrepreneurship
Author(s):

D. Hugh Whittaker

Publisher:
Oxford University Press
DOI:10.1093/acprof:oso/9780199563661.003.0006

Opportunity and business creation, innovation, competitive orientations, and other outcomes are not achieved by the sole efforts of entrepreneurs or even through founding teams. They are achieved through organization, specifically through the ability to attract and maintain the right kinds of employees. Employment practices need to become more formalized, standardized, and systematic as entrepreneurial businesses flourish and expand. However, such growth is usually accompanied by the decentralization of authority and the need for ‘high-commitment’ practices like having single status, family-friendly work situations, employee share ownership schemes, and job security. Control and discipline within businesses usually comes from the client rather than employment relations because of the high levels of decentralization within projects. This chapter presents the HRM orientations and the factors that influence them in the UK and Japan.

Keywords:   organization, employees, human resource management, employment relations, decentralization, orientations

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