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    Issac V. Abraham
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    Small and medium sized enterprises can develop strategic partnerships with large businesses that are mutually beneficial. The paper proposes a framework for examining how strategic human resource management practices at small and medium firms affect their ability to form productive partnerships with larger corporations and adapt as market conditions change. It argues these partnerships are important for large firms to maintain competitive advantages.

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    Small and medium sized enterprises can develop strategic partnerships with large businesses that are mutually beneficial. The paper proposes a framework for examining how strategic human resource management practices at small and medium firms affect their ability to form productive partnerships with larger corporations and adapt as market conditions change. It argues these partnerships are important for large firms to maintain competitive advantages.

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    Attribution Non-Commercial (BY-NC)
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    8 views1 page

    Abstract

    Uploaded by

    Issac V. Abraham
    Small and medium sized enterprises can develop strategic partnerships with large businesses that are mutually beneficial. The paper proposes a framework for examining how strategic human resource management practices at small and medium firms affect their ability to form productive partnerships with larger corporations and adapt as market conditions change. It argues these partnerships are important for large firms to maintain competitive advantages.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as DOC, PDF, TXT or read online from Scribd
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    Strategic human resource management small and medium sized enterprises and strategic partnership capability

    Issac V. Abraham
    Branch- Mechanical C.C.E.T,Bhilai Email-issac.vabraham@gmail.com

    Mohd. Ahmed Raza


    Branch- Mechanical C.C.E.T,Bhilai Email- ahmedraza014@gmail.com

    ABSTRACT The study of strategic alliances has focused primarily on alliances between large corporations and between large corporations and joint ventures. However, powerful strategic partnership and alliances between small and medium sized enterprises and big businesses are also critical to the ability of big business to develop and maintain sustainable competitive advantage. This paper lays out a conceptual framework for studying the relationship between the strategic human resource management practices of small and medium sized businesses and their performance as corporate partners, as industry and competitive conditions change

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