Abstract
Recent research studies in Australia have reported a gradual but apparently growing convergence between the theory and practice of strategic HRM, especially in larger organizations and from the perspectives of HRM practitioners themselves. Little empirical evidence has been produced on HRM strategies and practices in small and medium enterprises (SMEs), or on the opinions of their chief executive officers (CEOs). This article reports the findings from a sample of CEOs in Australian SMEs in an attempt to add more pieces to the jigsaw of this desirable convergence. While the findings are not as encouraging as earlier presented, there are signs that SMEs may eventually reflect such models of SHRM.
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