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<p>While the scientific debate about corporate entrepreneurship and organizational dynamics is proliferating, most studies have overlooked entrepreneurship concerning specific organizational functions. This gap is even more pronounced considering the evolving human resources (HR) domain. In this vein, HR management’s strategic role in steering employees’ activities and organizational performance remains an underexplored area. In recent years, HR analytics has even shaken up HR activities, offering a valuable tool for enhancing the effectiveness of HR practices and enabling data-driven decision-making. However, despite its role as a support mechanism for HR professionals, the limited empirical literature on the subject has predominantly treated HR analytics as an antecedent rather than a catalyst of various organizational phenomena. In response, we examine the impact of entrepreneurial behavior at the HR functional level on the HR practices implemented by the organization, including the moderating effect of HR analytics. Furthermore, the impact of HR practices on firm performance was assessed. Our results rely on data collected from 266&#xa0;h managers of European companies and analyzed using covariance-based structural equation modeling (CB-SEM). Our findings contribute to corporate entrepreneurship research by demonstrating the importance of entrepreneurial traits not only for driving externally oriented initiatives but also for enhancing internal HR processes. This study also advances the HRM debate by clarifying the role of HR analytics as a catalyst for organizational phenomena.</p>

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Entrepreneurial Behavior and HR Analytics: A Pathway to Effective HR Activities and Organizational Performance

  • 期刊论文

  • 发表日期：

    2026年2月18日

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  • Christian Di Prima,
  • Čepel Martin,
  • Francesco Antonio Perotti,
  • Stefano Bresciani

摘要

While the scientific debate about corporate entrepreneurship and organizational dynamics is proliferating, most studies have overlooked entrepreneurship concerning specific organizational functions. This gap is even more pronounced considering the evolving human resources (HR) domain. In this vein, HR management’s strategic role in steering employees’ activities and organizational performance remains an underexplored area. In recent years, HR analytics has even shaken up HR activities, offering a valuable tool for enhancing the effectiveness of HR practices and enabling data-driven decision-making. However, despite its role as a support mechanism for HR professionals, the limited empirical literature on the subject has predominantly treated HR analytics as an antecedent rather than a catalyst of various organizational phenomena. In response, we examine the impact of entrepreneurial behavior at the HR functional level on the HR practices implemented by the organization, including the moderating effect of HR analytics. Furthermore, the impact of HR practices on firm performance was assessed. Our results rely on data collected from 266 h managers of European companies and analyzed using covariance-based structural equation modeling (CB-SEM). Our findings contribute to corporate entrepreneurship research by demonstrating the importance of entrepreneurial traits not only for driving externally oriented initiatives but also for enhancing internal HR processes. This study also advances the HRM debate by clarifying the role of HR analytics as a catalyst for organizational phenomena.