The Roles of Collective Organizational Engagement and Entrepreneurial Orientation in the relationship between HRM Practices and Organizational Innovation in Pakistani SMEs

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dc.contributor.authorMuhammad Athar Rasheed
dc.date.accessioned2018-04-12T13:01:01Z
dc.date.available2018-04-12T13:01:01Z
dc.date.issued2017
dc.descriptionSupervised by: Dr. Ameer A. Basiten_US
dc.description.abstractThis study is designed to examine the effect of human resource management (HRM) practices on organizational innovation in Small and Medium Enterprises (SMEs) operating in Pakistan. This study examined the roles of collective organizational engagement and entrepreneurial orientation in the relationship between HRM practices and organizational innovation. By using the theoretical lens of resource management process model and engagement theory; this study conceptualizes how HRM practices can enhance organizational innovation of SMEsthrough collective organizational engagement. Moreover, the study also investigates the effect of entrepreneurial orientation in the relationship between HRM practices organizational innovation. Specifically, the purpose of this paper is to empirically test the moderation role of entrepreneurial orientation and mediation role of collective organizational engagementin the relationship between HRM practices and organizational innovation. A multisource cross-sectional research method is used to conduct this research study including collection of data from Pakistani SMEs. The data was collected from 170 SMEs operating in Pakistanrandomly selected from the consolidated list by using structured questionnaire. The findings revealed that the HRM practices significantly andpositively related to collective organizational engagement and organizational innovation. Collective organizational engagement was found as a significantpredictor of organizational innovation and mediating factor in the relationship between HRM practices and organizational innovation.Moreover, the result confirmed that entrepreneurial orientation significantly and positively moderates the relationship between HRM practices and organizational innovation. But didn't show any significant moderating effect on the relationship between HRM practices and collective organizational engagement. This study is completed with some limitations including cross-sectional research design. Although, the researcher used multisource cross-sectional research design but future studies may use longitudinal research design to investigate the impact of predictors over time.en_US
dc.identifier.urihttps://escholar.umt.edu.pk/handle/123456789/2973
dc.language.isoenen_US
dc.publisherUniversity of Management and Technologen_US
dc.subjectCollective organizational engagementen_US
dc.subjectHRM practices and organizational innovationen_US
dc.subjectMS thesisen_US
dc.titleThe Roles of Collective Organizational Engagement and Entrepreneurial Orientation in the relationship between HRM Practices and Organizational Innovation in Pakistani SMEsen_US
dc.titleThe roles of collective organizational engagement and entrepreneurial orientation in the relationship between hrm practices and organizational innovation in Pakistani smesen_us
dc.typeThesisen_US
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