Over the past seven years, the project at Stanford in emerging companies followed a large sample of high-tech startups in Silicon Valley in California. The project is seen as the founders of these companies have approached the key organizational and human resources issues in the early days of the creation of their companies and how it affected the evolution and performance of their businesses. This article presents the main results of this research program. He describes five distinctive HR "blueprints" that high-tech founders decided to launch their new companies. These original drawings were an important influence on a wide range of organizational outcomes, including administrative costs, labor turnover, and the final work. In addition, companies that changed their projects HR paid a high price in terms of increased traffic and reduce the effectiveness of the organization. The results show that the construction and high commitment management personnel "pay" and that changes in the model of HR highly destabilizing, even in the rough, "built to flip" environment of Silicon Valley. "Hide
by James N. Baron, Michael T. Hannan Source: California Management Review 30 pages. Publication Date: April 1, 2002. Prod. #: CMR225-PDF-ENG
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