Human ressources, manage people, entrepreneurship, business, startup, sustainability, potential, management models, employees, case studies, Brazilian startups, Quinto Andar, Nubank, Neon, French startups
Over the years, motivated by the performance of companies such as Facebook, Google and Uber, many entrepreneurial-minded individuals began to bank on this business model because they envisioned the potential for profitability and the low initial apparent complexity of its structure. However, in addition to positive expectations, there is a high failure rate of these businesses (Arruda, 2014), and, therefore, entrepreneurs must learn to manage the few resources they have to ensure the sustainability of their business ( Tumelero, dos Santos & Kuniyoshi, 2016). Among these resources, poor HRM accounts for a lot in startup failure as shown in Annex 1. Internal and external interactions are believed to help startups develop their capacity to learn and relearn, and this process of learning promotes the construction of new knowledge (Johnson & Lundvall, 2005).
[...] It is also necessary that individuals are encouraged to learn continuously (Chiva, Alegre, & Lapiedra, 2007). The tolerance for error and the recognition of it as a source of learning when it is stimulated is understood as favorable to learning in an organization (Camps, Alegre, & Torres, 2011). A good interaction with the external environment is necessary. This dimension reflects the relationship with the elements external to the organization that make up the environment in which the company operates (Camps, Alegre, & Torres, 2011; Chiva, Alegre et Lapiedra, 2007). [...]
[...] How to manage people in this challenging environment? We can define entrepreneurship as "the act of starting a new business enterprise". It is evident that the majority of entrepreneurship involves small businesses with a simple design. Many of these companies are not innovative and simply copy organizational models already used by others (Freeman & JS Engel, 2007). The academic literature defines a startup as a young company (less than 8 years old) launched by individuals to develop and exploit (in various forms) an innovation (Freeman, 1982). [...]
[...] The right to make mistakes is also part of the company's DNA in return, employees must be involved in their work and in the company Actors responsible for the metamorphosis of HRM. The two managers have been and still are at the center of HRM at Withings. While HRM choices are often presented as becoming strategic only in the context of growth (Bayad, Aït Razouk and Chanal, 2014), it appears that these managers wanted to position human resources at the center of the company's challenges from the start. [...]
[...] Teamwork and existing diversity are seen as necessary factors in the learning process. Participatory decision-making. For Chiva, Alegre, & Lapiedra (2007), empowering company employees to make decisions is a way to give more access to information and increase their self-esteem. Reference Brion, S., Garel, G., & Paris, L. C. (2014, May). Innover sous pression temporelle : le rôle clé des start-ups internes au sein d'un groupe industriel innovant. In 23ème Conférence annuelle de l'AIMS. Basu, S., Phelps, C., & Kotha, S. [...]
[...] (2013), « Le rôle des RH dans l'entreprise tendue vers l'innovation : Clés d'analyse et interrogations », Revue Française de Gestion, n° 233, p. 161-182. da Silva, F. R., Fabrício, R., da Silva, P. R., Galegale, N. V., & Kabane, G. K. (2019, January). Why technology-based startups fail? An IT management approach. In Production and Operations Management Society, POMS 26th Annual Conference, Washington,[online], available http://www. pomsmeetings. org/ConfProceedings/060/Full% 20Papers/final_full_paper. htm>,[Accessed 5. Chesbrough, H. [...]
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