Specialized conference of the EuroMed Academy of Business Edited by

350 Pages·2015·4.04 MB·English

Specialized conference of the EuroMed Academy of Business

HR PRACTICES, STRATEGIC AND ENTREPRENEURIAL CHALLENGES:
Academic and Practitioners Views

Edited by: Demetris Vrontis,
Yaakov Weber,
Evangelos Tsoukatos,
Hela Chebbi

Published by: EuroMed Press

1
Specialized conference of the EuroMed Academy of Business

CONFERENCE BOOK OF PROCEEDINGS

May 21-22, 2015
Paris, France

HR PRACTICES, STRATEGIC AND ENTREPRENEURIAL CHALLENGES:
Academic and Practitioners Views

Copyright ©
The materials published in this Readings Book may be reproduced for instructional and non-commercial
use. Any use for commercial purposes must have the prior approval of the Executive Board of the
EuroMed Research Business Institute (EMRBI).
All full papers and abstracts submitted to the EMRBI Conference are subject to a peer reviewing process,
using subject specialists selected because of their expert knowledge in the specific areas.

ISBN 978-9963-711-32-1 Published by: EuroMed Press

2
INTRODUCTION

This specialised conference of the EuroMed Academy of Business aims to provide a unique
forum and facilitate the exchange of cutting-edge information on examining and building new
theory and business models in the areas of HR practices and entrepreneurial challenges.
Many people and organizations are responsible for the successful outcome of this specialized
conference of the EuroMed Academy of Business.
Special thanks go to the Conference Chair Prof. Hela CHEBBI, the Conference Organising
Committee and EDC Paris Business School, for accomplishing an excellent job.
It is acknowledged that a successful conference could not be possible without the special co-
operation and care of the Reviewers for evaluating the papers and abstracts that were submitted
to this conference. Special thanks to the Session Chairs and Paper Discussants for taking the
extra time to make this conference a real success.
The last but not the least important acknowledgment goes to all those who submitted and
presented their work at the conference. Their valuable research has highly contributed to the
continuous success of the conference.

3
TABLE OF PAPERS
IMPROVING SELF-PERCEPTION OF ENTREPRENEURIAL COMPETENCIES AMONG THE
ENTREPRENEURS: DOES ENTREPRENEURIAL ACCOMPANYING PLAY A MAJOR ROLE?
STUDY OF RESEAU ENTREPRENDRE CASE ............................................................................................... 9
Ben Salah, Dulys, Amira1; Ben Salah, Imen2 ........................................................................................................................ 9
« HRM, INNOVATION AND ENTREPRENEURSHIP »: CONTRIBUTION TO THE
UNDERSTANDING OF THE IMPACT OF ENTREPRENEURIAL ACCOMPANYING EXPERIENCES
ON THE DEVELOPMENT OF ACCOMPANISTS’ EXPERIENTIAL LEARNING AND KNOWLEDGE:
‚RÉSEAU ENTREPRENDRE‛ ® CASE ‚ ....................................................................................................... 41
Ben Salah, Imen1 ; Ben Salah ; Dulys, Amira2 ..................................................................................................................... 41
HARMONISATION OF NATIONAL AND ORGANISATIONAL CULTURE AND ITS INFLUENCE
ON HRM IN MNC AND FAMILY MANAGED BUSINESS IN INDIA – A CASE STUDY ................... 63
Bobade, Anita, P.1; Deshpande, Aruna, V.2 ......................................................................................................................... 64
TEMPORAL TACTICS: A NEW CONCEPTUAL MODEL FOR EARLY START LEADERSHIP ........... 77
Cameron, Clare1; Wright, Barry2 ........................................................................................................................................ 77
AMBIGUITY PREFERENCE : NEGATIVE DOMAIN VERSUS POSITIVE DOMAIN ............................ 84
Davidovich, Liema1; Yassour, Joseph2 ................................................................................................................................. 84
ARTISTIC FREEDOM: LESSONS IN INTRAPRENEURSHIP DRAWN FROM THE FINE ARTS ....... 95
Di Bella, Jessica1; Schoenebeck, Grit2................................................................................................................................... 95
MANAGING THE 21ST CENTURY UNIVERSITY: FROM COMMODIFICATION AND
ENTREPRENEURSHIP TO HRM-ISATION? .............................................................................................. 101
Du, J.1; Lapsley, I.2 ............................................................................................................................................................ 101
ARAB SEAM CONSULTANTS: AN ADDED VALUE ............................................................................... 105
Hala, Yaacoub, Khayr1 ...................................................................................................................................................... 105
GIVE ME THE FACTS AND LEAVE ME ALONE! TRACES OF FINNISH SPEECH CULTURE IN
SALES-RELATED COMMUNICATION ...................................................................................................... 118
Koponen, Jonna1; Julkunen, Saara2,................................................................................................................................... 118
BUILDING POLITICAL SKILL TO ENSURE TEAM TRUST AND PERFORMANCE .......................... 132
Lvina, Elena 1 ..................................................................................................................................................................... 132
4
RETHINKING ENTREPRENEURSHIP EDUCATION WITHIN UNIVERSITIES: KNOWLEDGE
SHARING AS VALUE PROPOSITION ........................................................................................................ 136
Micozzi, Alessandra1 ; Micozzi, Francesca2 ....................................................................................................................... 136
LEADER-MEMBER EXCHANGE AND JOB ROLE AMBIGUITY: AN INDIAN PERSPECTIVE ....... 158
Naik, Kasturi1; Bobade, Anita2 .......................................................................................................................................... 158
THE ROLE OF HUMAN RESOURCE MANAGEMENT IN SERIAL ACQUISITIONS IN LUXURY &
FASHION INDUSTRY .................................................................................................................................... 173
Quacquarelli, Barbara1; Gambardella, Flavio2 ................................................................................................................... 173
GLOBAL LEADER: THE INTERPLAY BETWEEN NATIONAL CULTURE AND LEADERSHIP
THEORIES ......................................................................................................................................................... 179
Reis, Rosana, Silveira1; De Souza, Sant’Anna, Anderson2 ; Quental, Camilla3 ................................................................ 179
THE SIDE EFFECTS OF SERVANT LEADERSHIP IN NON-PROFIT ORGANIZATIONS:
EXPLORING WHEN SERVING FOLLOWERS DOES NOT PAY ............................................................ 195
Rocco, Palumbo 1 ............................................................................................................................................................... 195
STAFFING FRENCH MNCS IN ASIA: LONG-TERM EXPATRIATES VERSUS SHORT-TERM
ASSIGNEES....................................................................................................................................................... 211
Schaaper, Johannes1 ; Jaussaud, Jacques2 ; Amann, Bruno3 ............................................................................................... 211
EMPLOYEES` PERCEPTION TOWARD ELECTRONIC HRM USAGE: EVIDENCE FROM ORANGE
TELECOM GROUP (JTG) IN JORDAN ........................................................................................................ 226
Shatha, M., Obeidat1 ......................................................................................................................................................... 226
ENTREPRENEURIAL COMPETENCE – PREREQUISITES FOR AN INTEGRATED FRAMEWORK
FOR EXECUTIVE DEVELOPMENT ............................................................................................................. 240
Steiner, Karin1 ................................................................................................................................................................... 240
THE IMPACT OF RELIGIOUS BELIEFS AND CULTURAL IDENTITY ON WORK ETHIC............... 245
Taghavi, Shiva1; Segalla, Michael2 .................................................................................................................................... 245
MANAGEMENT SYSTEMS, INTELLECTUAL CAPITAL AND IMPACT ON PERFORMACES:
EMPIRICAL ANALYSIS OF ITALIAN FIRMS ............................................................................................ 266
Truant, Elisa1 .................................................................................................................................................................... 266
5
THE EFFECT OF FIT BETWEEN EMPLOYEES’ REGULATORY FOCUS (PROMOTION VS.
PREVENTION) AND CREATIVE (VS. NON-CREATIVE) WORK ENVIRONMENT ON EMPLOYEES’
WELL-BEING ................................................................................................................................................... 282
Van Dijk, Dina 1; Peer, Reut2 ............................................................................................................................................ 282

TABLE OF ABSTRACTS

WHY HIGH PERFORMANCE LEADS TO TURNOVER? ......................................................................... 308
Arif, Mahmood 1; Md., Mahbubul, Alam2; Tilen, Pigac 3; Asif, Mahmud4 ....................................................................... 308
THE ENTREPRENEURIAL INFLUENCE OF STRATEGIC HUMAN RESOURCE MANAGEMENT
ON FIRM PERFORMANCE: A MULTI-LEVEL MODEL ......................................................................... 313
Boekhorst, Janet, A.1; Singh, Parbudyal2 ........................................................................................................................... 313
WHAT HAPPENS WHEN STRATEGIC HUMAN RESOURCE MANAGEMENT ‘ROCKS THE
BOAT’?: AN EXPLORATION OF ENTREPRENEURIAL ORIENTATION AND INNOVATIVE
PERFORMANCE .............................................................................................................................................. 314
Boekhorst, Janet, A.1; Singh, Parbudyal2 ........................................................................................................................... 314
TRAINING AND EDUCATION TO A NEW HUMAN RESOURCES STRATEGY: THE CASE OF THE
SPANISH PROFESSIONAL ARMY SYSTEM .............................................................................................. 315
Callado-Muñoz, F.J.1; Utrero-González, N.2 ..................................................................................................................... 315
THE IMPACT OF NETWORKING STRATEGY ON THE INNOVATION PROCESS IN AN
EMERGING ECONOMY: THE CASE OF MONTENEGRO ...................................................................... 318
Karadzic, Vesna1; Drobnjak, Radivoje2; Manijeh, Reyhani3 .............................................................................................. 318
WHEN RESTRUCTURING OCCURS: A TIME FOR REFLEXIVE CONSCIENTIZATION TO
HIGHLIGHT INDIVIDUAL EMPLOYEE REACTION? ............................................................................ 322
Kavanagh, Marie1 .............................................................................................................................................................. 322
HRM CHALLENGES WITHIN THE CHANGING BANKING INDUSTRY OF CYPRUS : THE
BATTLE OF TWO BANKS .............................................................................................................................. 323
Lazarou-Kitteni, Cathrin1 ................................................................................................................................................. 323
A RESEARCH ON ONE-TIER SYSTEM IN CROATIAN CORPORATE PRACTICE ............................ 326
Majić, Helena; Jurković, Majić, Olivera2 .......................................................................................................................... 326
6
THE IMPACT OF NAIONAL CULTURE ON THE USE AND OUTCOMES OF E-HRM .................... 329
Peretz, Hilla1; Parry, Emma2............................................................................................................................................. 329
APPLICATION OF SEGMENTATION AND TARGETING IN THE RECRUITMENT OF HIGH
POTENTIALS IN THE PHARMACEUTICAL INDUSTRY ....................................................................... 333
Posthumus, Jan1; Bozer Gil 2; Santora, Joseph, C3 ............................................................................................................. 333
STRATEGIC MANAGEMENT OF EMPLOYEE SOCIAL MEDIA USE: IMPLICATIONS FOR HR
PRACTICES AND POLICIES ......................................................................................................................... 334
1 2
Rowbotham, Kate; Coulter, Christine ............................................................................................................................. 334
ATTRACTING ANGELS: THE ROLE OF RESOURCE BASED THEORY AND DYNAMIC
CAPABILITIES ................................................................................................................................................. 336
Tope, Michael 1; McKevitt, David 2; Davis, Paul 3 ............................................................................................................. 336
THE EFFECTS OF INNOVATION, R&D AND TECHNOLOGY ON FIRM COMPETITIVENESS ..... 339
Tsoukatos, Evangelos1; Lemonakis, Christos2; Vassakis, Konstantinos3 ............................................................................ 339
THE ART OF PROJECT MANAGEMENT: ORCHESTRATING MULTICULTURAL PROJECT TEAMS
............................................................................................................................................................................ 342
Walther, Ronald, Andreas1 ................................................................................................................................................ 342
INTEGRATION APPROACHES AND HR TASKS IN MERGERS AND ACQUISITIONS .................. 345
Weber, Yaakov1 .................................................................................................................................................................. 345
EXPLORING THE LONG-TERM SURVIVAL OF INITIAL PUBLIC OFFERINGS: HOW THE STATES
OF EIGHT RESOURCE CLASSES AT IPO : INFLUENCE 20 YEAR FIRM SURVIVAL........................ 347
Welbourne, Theresa, M.1; Gibson, Kyle2 ........................................................................................................................... 347
LOCAL RESPONSIVE CSR FOR FIRM COMPETITIVENESS: INSTITUTION-BASED PERSPECTIVES
............................................................................................................................................................................ 350
Yang, Nini 1 ...................................................................................................................................................................... 350

7
BOOK OF CONFERENCE PROCEEDINGS

8
IMPROVING SELF-PERCEPTION OF ENTREPRENEURIAL
COMPETENCIES AMONG THE ENTREPRENEURS: DOES
ENTREPRENEURIAL ACCOMPANYING PLAY A MAJOR ROLE?
STUDY OF RESEAU ENTREPRENDRE CASE

Ben Salah, Dulys, Amira1; Ben Salah, Imen2

1
Management Science Doctorate, University of Jean Moulin Lyon 3, Lyon, France
2
Management Science Doctorate, University of Jean Moulin Lyon 3, Lyon, France

Abstract
Loué et al. (2008) argue that research on entrepreneurial competencies (EC) remains
relatively "immature" and that none of them has yet crossed the step qualified as ―operative‖,
namely; the formalization of a stable tool aimed at positioning, assessing or self-assessing
competencies.
Faced with the lack of both theoretical and practical information, the research topic bears
importance for both business support structures and the economic actors. Based on our
conviction that in the accompanying practice field, the consideration of the "competence"
concept offers a new opportunity to place professional support practices at the heart of
entrepreneurship development (Toutain and Fayolle 2008) and thus ensure the performance of
entrepreneurial activities undertaken by entrepreneurs, our research aims to fill this gap and
puts a focus on the general question of the EC's development in the business support
structures.
The research paper presented here focuses on the issue of business accompanying in reference
to competencies development. Our central hypothesis is that entrepreneurial support
facilitates, accelerates and perhaps even determines the development of the EC. Given the
scope and difficulty of the topic, we have chosen to focus the research on the self-perception
and the entrepreneur‘s beliefs on their ability to improve EC.
Keywords: Perception - Entrepreneurial Competencies (EC) – New Business Support
Structures - Entrepreneurial Support - Entrepreneurial Self-effectiveness - Self-awareness
of EC –Beliefs on abilities to improve EC.

9
Introduction

Starting a new business requires beliefs and convictions. Such a project requires rigor,
patience, and especially a large dose of determination and confidence in our skills and
abilities. It is a personal investment that engages several aspects at the same time; the
personal aspect (personality traits), the professional aspect and the social aspect. To start a
business, we must first and above all, believe that it is possible. Then, we must be aware of
the difficulties and finally decide to overcome them (Gambu and Le Hir, 2001).
Throughout the whole entrepreneurial process, the entrepreneur often has a blurred perception
of his surroundings, his capabilities and resources, aspirations or goals (Bruyat, 2001). The
role of the accompanist is to help the entrepreneur to better perceive and develop his skills
and abilities by promoting all the required elements.
According to Cuzin and Fayolle (2004), "The accompanying process is a process by which
the entrepreneur will perform multiple learning and gain access to resources or develop the
required competencies to the implementation of his project". Based on this definition, we
recognize that a business support structure is as a place where learning is accelerated by
providing time and place where the entrepreneur can focus on not only the development of his
project but also on his EC to complete successfully his project.
The issue of the entrepreneurs‘ competence and skills development can be combined with the
research topic on the effectiveness of business support structures to form a broad issue which
accompanying professionals currently face.
However, despite the attention paid to accompanying and business support structures for their
important contribution to improving entrepreneurs‗ performance and the activities they
perform, it must be acknowledged that these structures and their accompanying methods and
techniques for developing EC have caused little interest among the researchers in the field of
entrepreneurship.
Similarly, it seems essential to draw a particular attention to the lack of research taking into
account the psychological dimensions of the entrepreneur in the accompanying process.
Indeed, accompanying practices have been evaluated based primarily on technical tools they
use and that are centered on the provision of the physical resources, the realization of a
business plan, a successful completion of administrative procedures and the delivery of good
accompanying services.
10