How and When Can HR Actions, Behaviours, and Capabilities Transform Start-Ups into Scale-Ups?

Graeme Martin, Norin Arshed

    Research output: Contribution to journalMeeting abstractpeer-review


    Factors influencing the transition of knowledge-intensive SME start- ups scale-up have become a major area of interest to academics in entrepreneurship, policy-makers and practitioners. Yet we know little about the specific HR actions, behaviours and capabilities needed to surmount the management challenges faced by scale-up firms. Thus we ask: how and when can HR actions, behaviours and capabilities transform start-ups into scale-ups? Our findings are based on longitudinal, ‘engaged’research with a high-tech scale-up. Drawing on this research, we develop a process theory that provides insights into how start-ups can transform organically into scale-ups by valuing people, creating sustainable working conditions and co- evolving with their entrepreneurial ecosystems. We elaborate on the presence of three stages in this process that are potentially generalizable to other SMEs scaling-up: laying the human capital foundations; achieving scale through bridging and bonding social capital; and re-defining the entrepreneurial eco-system through enhanced reputational capital. Finally, we discuss the contributions of our research to theory and practice in entrepreneurship and HRM."
    Original languageEnglish
    JournalAcademy of Management Proceedings
    Issue number1
    Early online date20 Jul 2020
    Publication statusPublished - 1 Aug 2020


    Dive into the research topics of 'How and When Can HR Actions, Behaviours, and Capabilities Transform Start-Ups into Scale-Ups?'. Together they form a unique fingerprint.

    Cite this