Linking Human Resources Practices to Corporate Entrepreneurship: The Mediating Role of Perceived Organizational Support

Abstract

The purpose of this study was to develop a mediation model in which high-performance human resource practices affect corporate entrepreneurship through perceived organizational support. In accordance with this purpose, firstly, the interrelationships between specific human resources practices (selective staffing, extensive training, internal mobility, employment security, clear job description, result-oriented appraisal, incentive reward, and participation) and corporate entrepreneurship dimensions (new business venturing, innovativeness, self-renewal, proactiveness) were examined. Then, based on social exchange theory, the mediating role of perceived organizational support in the relationship between human resources practices and corporate entrepreneurship was investigated. Data was collected through a survey, in which 258 medium and large scaled firms operating in different industries in Turkey participated. The results provide empirical evidence for the strong impact of human resources practices on corporate entrepreneurship, and this relationship is mediated by perceived organizational support of employees.