Human resource development in small firms: the role of managerial competence
Human resource development in small firms: the role of managerial competence
This paper offers a critique of existing approaches to training in small firms. It is primarily concerned with the relationship between organizational and managerial development and examines the contribution and value of training processes. The underlying premise is the belief that training can and should be a powerful agent of change, facilitating and enabling a company to develop its capabilities, thus enhancing profitability.
93-101
Beaver, G.
795ad7d8-8076-4782-a385-3f320bf55e8a
Jennings, P.
8e7c7232-84cc-4284-b853-6767010c713f
2001
Beaver, G.
795ad7d8-8076-4782-a385-3f320bf55e8a
Jennings, P.
8e7c7232-84cc-4284-b853-6767010c713f
Beaver, G. and Jennings, P.
(2001)
Human resource development in small firms: the role of managerial competence.
The International Journal of Entrepreneurship and Innovation, 2 (2), .
Abstract
This paper offers a critique of existing approaches to training in small firms. It is primarily concerned with the relationship between organizational and managerial development and examines the contribution and value of training processes. The underlying premise is the belief that training can and should be a powerful agent of change, facilitating and enabling a company to develop its capabilities, thus enhancing profitability.
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Published date: 2001
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Local EPrints ID: 36822
URI: http://eprints.soton.ac.uk/id/eprint/36822
ISSN: 1465-7503
PURE UUID: 6a5e9516-9aaa-4dca-8e9d-7a4611949352
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Date deposited: 25 May 2006
Last modified: 11 Dec 2021 15:34
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Author:
G. Beaver
Author:
P. Jennings
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