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Scale effects in HRM Research


  • Jan de Kok
  • Monique Smolders
  • Nanette Compeer


The lack of scientific attention for HRM within SMEs can be seen as a scale effect in HRM research. In addition, two more scale effects can be identified: scale effects in the actual management of human resources and scale effects in the impact of HRM practices. This paper discusses these three scale effects, in order to answer the following research questions: − Does the return on HRM investments depend on firm size? − Why do small firms pay less attention to HRM than larger firms do? − Why has HRM research tended to ignore small and medium-sized enterprises?

Suggested Citation

  • Jan de Kok & Monique Smolders & Nanette Compeer, 2005. "Scale effects in HRM Research," Scales Research Reports N200501, EIM Business and Policy Research.
  • Handle: RePEc:eim:papers:n200501

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    1. Robson, Paul J A & Bennett, Robert J, 2000. "SME Growth: The Relationship with Business Advice and External Collaboration," Small Business Economics, Springer, vol. 15(3), pages 193-208.
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    7. Oliver E. Williamson, 1967. "Hierarchical Control and Optimum Firm Size," Journal of Political Economy, University of Chicago Press, vol. 75, pages 123-123.
    8. Nickell, Stephen J, 1996. "Competition and Corporate Performance," Journal of Political Economy, University of Chicago Press, vol. 104(4), pages 724-746, August.
    9. Jeremy C. Stein, 2002. "Information Production and Capital Allocation: Decentralized versus Hierarchical Firms," Journal of Finance, American Finance Association, vol. 57(5), pages 1891-1921, October.
    10. Nickell, Stephen & Nicolitsas, Daphne & Dryden, Neil, 1997. "What makes firms perform well?," European Economic Review, Elsevier, vol. 41(3-5), pages 783-796, April.
    11. Luis Garicano, 2000. "Hierarchies and the Organization of Knowledge in Production," Journal of Political Economy, University of Chicago Press, vol. 108(5), pages 874-904, October.
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