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Human resources well-being in innovative start-ups: Insights from a systematic review of the literature
Salvatore Ammiratoa,
Corresponding author
salvatore.ammirato@unical.it

Corresponding author.
, Alberto Michele Felicettia, Ciro Troiseb, Gabriele Santorob, Zoltan Rozsac
a Department of Mechanical, Energy and Management Engineering, University of Calabria, Via P. Bucci, 46\C, 87036 rende (CS), Italy
b Department of Management, University of Turin, Corso Unione Sovietica 218 bis, Torino, Italy
c Alexander Dubcek University of Trencin, Faculty of Social and Economic Relations, Trencin, Slovakia
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    "textoCompleto" => "<span class="elsevierStyleSections"><span id="sec0001" class="elsevierStyleSection elsevierViewall"><span class="elsevierStyleSectionTitle" id="cesectitle0004">Introduction</span><p id="para0001" class="elsevierStylePara elsevierViewall">In recent years&#44; innovative start-ups have emerged as key drivers of economic growth&#44; job and wealth generation&#46; These companies are characterised by their agility&#44; flexibility&#44; and willingness to take risks in pursuit of breakthrough innovations and sustainable business models &#40;<a class="elsevierStyleCrossRef" href="#bib0021">Corvello et al&#46;&#44; 2023</a>&#41;&#46; Innovative start-ups are often at the forefront of technological advancements and seen as vehicles for social change&#44; addressing societal challenges and creating value for communities&#46;</p><p id="para0002" class="elsevierStylePara elsevierViewall">However&#44; the success of these start-ups depends not only on their ability to develop innovative products and services but also on their ability to attract&#44; retain&#44; and develop talented employees &#40;<a class="elsevierStyleCrossRef" href="#bib0032">Harlin &#38; Berglund&#44; 2021</a>&#41;&#46; Among the reasons for the success of many start-ups is the enthusiasm and commitment of the founders and early employees &#40;<a class="elsevierStyleCrossRef" href="#bib0045">Margherita &#38; Verrill&#44; 2021</a>&#41;&#46; The literature highlights the importance of the enthusiasm&#44; involvement&#44; and effort produced by these people &#40;<a class="elsevierStyleCrossRef" href="#bib0006">Andries &#38; Czarnitzki&#44; 2014</a>&#41;&#46; For this reason&#44; understanding human resources &#40;HR&#41; well-being in context is vital because the well-being of employees directly impacts their motivation&#44; engagement&#44; and productivity&#44; which are crucial for the success of start-ups &#40;<a class="elsevierStyleCrossRef" href="#bib0065">Wiklund et al&#46;&#44; 2019</a>&#41;&#46; On the other hand&#44; understanding how HR well-being can be promoted is also fundamental as start-ups often impose high levels of stress and demand&#44; potentially leading to burnout and other negative consequences&#46; Therefore&#44; addressing HR well-being is not merely a matter of individual welfare but a strategic necessity for the long-term success of start-ups&#46;</p><p id="para0003" class="elsevierStylePara elsevierViewall">Start-up culture is often associated with a high degree of uncertainty and intense work&#46; In particular&#44; in the early stages of a start-up&#44; there is often a great deal of uncertainty surrounding the viability of the business model&#44; the market demand for the product or service&#44; and the availability of funding&#46; This uncertainty can create a sense of urgency among start-up employees&#44; who may feel that they need to work long hours and take on multiple roles to ensure the success of the company &#40;<a class="elsevierStyleCrossRef" href="#bib0048">Mukul &#38; Saini&#44; 2021</a>&#41;&#46;</p><p id="para0004" class="elsevierStylePara elsevierViewall">While the intensity of start-up culture can be motivating for some employees&#44; the pace of intense work and uncertainty about results can put staff and entrepreneurs under pressure with negative effects on their well-being&#46; In fact&#44; in uncertain working contexts&#44; cases of burnout are not rare&#44; and entrepreneurial work makes it difficult to balance work activity with private life&#46; Employees in start-ups may feel pressure to constantly iterate and improve their products or services&#44; which can result in long hours and high stress levels&#46; In addition&#44; start-up employees may feel that they need to constantly stay up-to-date with the latest industry trends and developments to remain competitive&#46; This can take a toll on the well-being of start-up employees &#40;<a class="elsevierStyleCrossRef" href="#bib0053">Omrane et al&#46;&#44; 2018</a>&#41;&#46;</p><p id="para0005" class="elsevierStylePara elsevierViewall">Start-up entrepreneurs need to be mindful of the impact that their culture and work environment can have on employee well-being and take steps to promote work-life balance and employee satisfaction&#46; This can include offering flexible work arrangements&#44; providing opportunities for professional development and growth&#44; and creating a supportive and collaborative work environment&#46; By prioritizing employee well-being&#44; start-ups can create a sustainable culture that promotes innovation and growth&#44; while also valuing the health and happiness of their employees&#46;</p><p id="para0006" class="elsevierStylePara elsevierViewall">Despite the recognized success of start-ups in generating economic value&#44; the quality of working life for employees and entrepreneurs remains largely unexplored&#46; Unlike established private and public companies&#44; start-ups operate in environments marked by high uncertainty&#44; intense work demands&#44; and diverse role expectations&#44; all of which can lead to significant challenges to well-being&#46; Most existing research on HR well-being focuses on established organizations&#44; leaving a critical gap in the understanding how these findings apply to start-ups&#46; The unique traits of start-ups call for a specialized approach to studying HR well-being&#46;</p><p id="para0007" class="elsevierStylePara elsevierViewall">This study aims to progress existing global knowledge by providing a systematic review that consolidates fragmented research on HR well-being in the context of start-ups&#44; identifying key dimensions&#44; antecedents&#44; and outcomes&#44; and proposing a unified framework for future research&#46;</p><p id="para0008" class="elsevierStylePara elsevierViewall">The study of HR well-being in the specific context of start-ups is particularly relevant given that start-ups are unique organizational entities that operate under different conditions compared to traditional firms&#46; Understanding these unique challenges and how they affect HR well-being can help start-up founders and managers develop better strategies to support their employees&#44; enhance productivity&#44; and ultimately drive the success of their ventures&#46;</p><p id="para0009" class="elsevierStylePara elsevierViewall">Having this in mind&#44; in this study&#44; we addressed the following research questions&#58;<ul class="elsevierStyleList" id="celist0001"><li class="elsevierStyleListItem" id="celistitem0001"><span class="elsevierStyleLabel">&#8226;</span><p id="para0010" class="elsevierStylePara elsevierViewall">RQ1&#58; how does the existing literature address the concept of HR well-being in start-ups&#63;</p></li><li class="elsevierStyleListItem" id="celistitem0002"><span class="elsevierStyleLabel">&#8226;</span><p id="para0011" class="elsevierStylePara elsevierViewall">RQ2&#58; what are the main antecedents and outcomes of HR well-being in start-ups identified by the literature&#63;</p></li></ul></p><p id="para0012" class="elsevierStylePara elsevierViewall">In response&#44; we conducted a systematic analysis of the literature &#40;<a class="elsevierStyleCrossRef" href="#bib0058">Snyder&#44; 2019</a>&#59; <a class="elsevierStyleCrossRef" href="#bib0042">Kraus et al&#46;&#44; 2020</a>&#41; that deals with the HR well-being of new and young enterprises&#46; To our knowledge&#44; this is the first systematic review to specifically address the theme of HR well-being in innovative start-ups&#44; aiming to provide a comprehensive&#47;integrated analysis exploring the topics&#44; trends&#44; methods&#47;variables&#44; and constructs used in prior studies&#46; We analyzed 42 articles from the Scopus and WoS databases&#44; using a text-mining approach&#44; namely latent Dirichlet allocation &#40;LDA&#41; before going on to analyze the full text&#46; Based on the results of the study we propose the concept of HR well-being in start-ups a higher-order concept that helps explain behaviors and expectations of HR involved in this type of firms&#46;</p><p id="para0013" class="elsevierStylePara elsevierViewall">As this paper addresses a critical gap by exploring the unique challenges and needs specific to start-ups&#44; it also contributes to a more nuanced understanding of HR management in dynamic&#44; high-risk environments&#46; The findings from this study have broader implications beyond the context of innovative start-ups&#44; offering insights and a conceptual framework that can be adapted to other industries or regions characterized by high uncertainty and intense work environments&#44; such as high-growth sectors&#44; technology hubs&#44; or emerging markets&#46;</p><p id="para0014" class="elsevierStylePara elsevierViewall">Overall&#44; this paper makes several key contributions&#46; First&#44; it provides a comprehensive conceptualization of HR well-being in start-ups&#44; identifying essential dimensions such as job satisfaction&#44; psychological well-being&#44; work-life balance&#44; and gender-related issues&#46; Second&#44; it outlines the antecedents and outcomes of HR well-being&#44; offering a framework that can guide future research and inform practical strategies for improving employee welfare in start-ups&#46; Lastly&#44; the study proposes an agenda for future research&#44; emphasizing the importance of longitudinal studies and cross-cultural comparisons to deepen our understanding of HR well-being in these unique organizational settings&#46;</p></span><span id="sec0002" class="elsevierStyleSection elsevierViewall"><span class="elsevierStyleSectionTitle" id="cesectitle0005">Methodology</span><p id="para0015" class="elsevierStylePara elsevierViewall">A Systematic Literature Review &#40;SLR&#41; was conducted to provide an overview of scientific literature on HR well-being in innovative start-ups&#46; In line with the SLR principles provided by <a class="elsevierStyleCrossRef" href="#bib0063">Tranfield et al&#46; &#40;2003&#41;</a>&#44; the research protocol adopted consists of three main steps&#58; paper location and selection&#44; paper analysis&#44; and results presentation&#47;analysis&#46; These three steps have been carried out with the support of the MySLR software platform &#40;<a class="elsevierStyleCrossRef" href="#bib0004">Ammirato et al&#46;&#44; 2023</a>&#41;&#44; a semi-automated tool supporting researchers in performing SLRs&#46; <a class="elsevierStyleCrossRef" href="#fig0001">Fig&#46; 1</a> shows the research workflow adopted in the research&#46;</p><elsevierMultimedia ident="fig0001"></elsevierMultimedia><p id="para0016" class="elsevierStylePara elsevierViewall"><span class="elsevierStyleItalic">Papers location and selection</span>&#46; We defined two sets of keywords to identify the core literature that considers the concepts of HR well-being and innovative start-ups&#44; respectively&#46; To ensure a thorough search&#44; the keywords were reviewed and updated to encompass a wide range of studies pertinent to HR well-being in start-ups&#46; The revised search strategy included terms such as &#34;HR well-being&#44;&#34; &#34;start-ups&#44;&#34; &#34;employee satisfaction&#44;&#34; &#34;work-life balance&#44;&#34; and &#34;psychological well-being&#46;&#34; This method aimed to identify all relevant studies&#44; regardless of the specific terminology used&#46; The search string was crafted to yield papers containing at least one term from each set in the title&#44; abstract&#44; or keywords&#46;</p><p id="para0017" class="elsevierStylePara elsevierViewall">The search was conducted using Google Scholar&#44; Scopus&#44; and Web of Science &#40;WoS&#41;&#44; regarded as the most important and comprehensive databases in managerial studies &#40;<a class="elsevierStyleCrossRef" href="#bib0011">Bhimani et al&#46;&#44; 2019</a>&#41;&#46; These databases were chosen for their extensive coverage of high-quality academic journals and their ability to provide a broad view of the research field&#46; The search took place at the end of March 2023&#46; The study period was justified by the growing relevance of start-ups from 2000 to 2023&#44; capturing the field&#39;s evolution over more than two decades&#46; Consequently&#44; only articles published between 2000 and 2023 were included to ensure that the review covered the most recent and pertinent research&#46; We initially found 152 papers from Scopus and 63 from WoS&#46; The selection criteria for papers to be analysed included the following conditions&#58; the papers were written in English&#44; published in scientific journals&#44; and indexed within the business&#44; management&#44; and economics of the study &#40;<a class="elsevierStyleCrossRef" href="#bib0027">Felicetti et al&#46;&#44; 2024</a>&#41;&#46; At the end of this step&#44; we found 63 papers from Scopus and 29 papers from WoS&#46;</p><p id="para0018" class="elsevierStylePara elsevierViewall">Results from these two scientific databases were merged&#44; resulting in 72 unique papers&#46; We manually analysed the title and the abstract of each article&#44; to verify if it falls within the scope of our study &#40;<a class="elsevierStyleCrossRef" href="#bib0020">Christofi et al&#46;&#44; 2021</a>&#41;&#46; This allowed us to exclude papers that do not fit within the conceptual boundaries of the study&#44; despite search terms being present in the title&#44; abstract&#44; or keywords&#46; The final set consists of 41 papers&#46;</p><p id="para0019" class="elsevierStylePara elsevierViewall"><span class="elsevierStyleItalic">Paper analysis&#46;</span> We utilized a text-mining approach based on latent Dirichlet allocation &#40;LDA&#41; to reveal the research topics in the context of legal and regulatory innovation&#46; The LDA technique gives as output k sets of relevant keywords &#40;where each set represents a topic&#41; and the document-term matrix&#44; i&#46;e&#46;&#44; describing how much each paper is devoted to a specific topic &#40;i&#46;e&#46; topic proportion&#41;&#46; Following <a class="elsevierStyleCrossRef" href="#bib0014">Blei &#40;2012&#41;</a>&#44; we selected k&#44; i&#46;e&#46; the number of topics to be extracted&#44; by evaluating multiple LDA results with k ranging from 2 to 20&#46; We chose k and the LDA algorithm to guarantee a sufficiently high value of topic coherence &#40;<a class="elsevierStyleCrossRef" href="#bib0019">Chen &#38; Liu&#44; 2014</a>&#41; and&#44; at the same time&#44; a simple interpretation of the results for a human reader&#46; The most meaningful set of topics was achieved with <span class="elsevierStyleItalic">k</span> &#61; 3&#46;</p><p id="para0020" class="elsevierStylePara elsevierViewall"><span class="elsevierStyleItalic">Results synthesis</span> Four topics have been identified through the LDA procedure&#44;</p><p id="para0021" class="elsevierStylePara elsevierViewall">In <a class="elsevierStyleCrossRef" href="#fig0002">Fig&#46; 2</a>&#44; the intertopic distance map&#44; a visualization of the topics in a two-dimensional space&#44; is provided&#46;<a class="elsevierStyleCrossRef" href="#cit_4"><span class="elsevierStyleSup">a</span></a> The map would seem to suggest a high degree of polarization of the terms on the individual topics&#46; <a class="elsevierStyleCrossRef" href="#fig0003">Fig&#46; 3</a> shows the t-distributed stochastic neighbour embedding &#40;t-SNE&#41; map&#46;<a class="elsevierStyleCrossRef" href="#cit_5"><span class="elsevierStyleSup">b</span></a> The map suggests that the papers assigned to a topic have little to do with the other topics&#46;</p><elsevierMultimedia ident="fig0002"></elsevierMultimedia><elsevierMultimedia ident="fig0003"></elsevierMultimedia><p id="para0024" class="elsevierStylePara elsevierViewall">Each topic identified through the LDA procedure is related to a different perspective&#46; In <a class="elsevierStyleCrossRef" href="#fig0004">Fig&#46; 4</a>&#44; a set of 10 relevant keywords associated with each topic is presented&#46;<a class="elsevierStyleCrossRef" href="#cit_6"><span class="elsevierStyleSup">c</span></a></p><elsevierMultimedia ident="fig0004"></elsevierMultimedia><p id="para0026" class="elsevierStylePara elsevierViewall">This allowed us to name the three topics as follows&#58;<ul class="elsevierStyleList" id="celist0002"><li class="elsevierStyleListItem" id="celistitem0003"><span class="elsevierStyleLabel">&#8226;</span><p id="para0027" class="elsevierStylePara elsevierViewall">Topic 1&#58; job satisfaction&#44; wages and career development opportunities</p></li><li class="elsevierStyleListItem" id="celistitem0004"><span class="elsevierStyleLabel">&#8226;</span><p id="para0028" class="elsevierStylePara elsevierViewall">Topic 2&#58; psychological well-being &#40;mental health of individuals involved in innovative start-ups&#44; including stress&#44; anxiety&#44; depression&#44; and burnout&#41;</p></li><li class="elsevierStyleListItem" id="celistitem0005"><span class="elsevierStyleLabel">&#8226;</span><p id="para0029" class="elsevierStylePara elsevierViewall">Topic 3&#58; Work-life balance and gender-related issues</p></li></ul></p></span><span id="sec0003" class="elsevierStyleSection elsevierViewall"><span class="elsevierStyleSectionTitle" id="cesectitle0006">Results</span><span id="sec0004" class="elsevierStyleSection elsevierViewall"><span class="elsevierStyleSectionTitle" id="cesectitle0007">Descriptive results</span><p id="para0030" class="elsevierStylePara elsevierViewall">The examination of publication trends reveals a growing scientific interest in HR well-being within start-ups over recent years&#46; Notably&#44; active journals in this field include the <span class="elsevierStyleItalic">Journal of Business Venturing</span>&#44; the <span class="elsevierStyleItalic">International Journal of Entrepreneurial Behaviour and Research</span>&#44; the <span class="elsevierStyleItalic">Journal of Small Business Management</span>&#44; and <span class="elsevierStyleItalic">Sustainability</span>&#46; These journals collectively account for 26 &#37; of the reviewed literature&#46; Concerning the different methodologies adopted&#44; three macro classes have been named that identify the types of studies&#58; qualitative study&#44; quantitative study and review&#46; Notably&#44; 74 &#37; of the articles are based on quantitative type studies&#44; which in turn are divided according to the methodology adopted&#59; 48 &#37; employ structural equation modelling&#59; while 20 &#37; are based on applications of regression models and 15 &#37; on econometric modelling&#46; Qualitative studies constitute 22 &#37; of the sample and mainly consist of conceptual models and multiple case studies&#46; Finally&#44; literature reviews are only 2 &#37; of the sample analyzed&#44; suggesting the need to focus academic research on these issues to gain further understanding of HR well-being in new and young ventures&#46;</p></span><span id="sec0005" class="elsevierStyleSection elsevierViewall"><span class="elsevierStyleSectionTitle" id="cesectitle0008">Towards a definition of HR well-being in start-ups</span><p id="para0031" class="elsevierStylePara elsevierViewall">To foster the consolidation of a unified body of literature&#44; this article defines the concept of well-being in start-ups as a higher-order concept that helps explain the behaviours and expectations of HR involved in this type of firm&#46; In particular&#44; this section describes what precedes and influences the physical&#44; psychological&#44; and emotional health and wellness of HR within start-ups &#40;namely antecedents&#41; and the elements that characterize the HR well-being construct in terms of measures found in the literature &#40;namely outcomes&#41;&#46;</p><span id="sec0006" class="elsevierStyleSection elsevierViewall"><span class="elsevierStyleSectionTitle" id="cesectitle0009">Antecedents of HR well-being in start-ups</span><p id="para0032" class="elsevierStylePara elsevierViewall">The knowledge of antecedents is useful because it may suggest to new and young ventures which factors should foster HR well-being&#46; Antecedents may be considered facilitators or drivers of HR well-being&#46; The analysis of the papers included in the review highlighted several antecedents that impact HR well-being in start-ups in different ways&#46; These antecedents can be classified into three main levels&#44; which in turn can be further divided into specific conceptual categories&#58; <span class="elsevierStyleItalic">individual-level&#44; firm-level</span> and <span class="elsevierStyleItalic">environmental-level</span>&#46; This classification is consistent with the results proposed by other authors&#46; Indeed&#44; the available literature on HR well-being in start-ups includes studies investigating the determinants of well-being while considering different factors at the individual&#44; company&#44; and sector levels&#46;</p><p id="para0033" class="elsevierStylePara elsevierViewall">At the <span class="elsevierStyleItalic">individual level</span>&#44; antecedents refer to the inherent characteristics in terms of resources&#44; skills&#44; and expertise of the start-up&#39;s employees and&#47;or start-up entrepreneurs&#46; These antecedents are predominantly rooted in the inherent traits&#44; resources&#44; and expertise of the start-up&#39;s personnel&#46; For instance&#44; the skillsets and expertise that individuals bring to the table can play a key role&#46; Some authors identify an important determinant of well-being in the family context&#46; Having the support of one&#39;s family members&#44; especially for start-up entrepreneurs&#44; represents an element of fundamental importance &#40;<a class="elsevierStyleCrossRef" href="#bib0072">Zhou et al&#46;&#44; 2020</a>&#59; <a class="elsevierStyleCrossRef" href="#bib0001">Aggrawal et al&#46;&#44; 2022</a>&#41;&#46; In a start-up setting&#44; where alertness&#44; adaptability&#44; and quick learning are vital&#44; these personal competencies become significant antecedents to HR well-being &#40;<a class="elsevierStyleCrossRef" href="#bib0064">Wang et al&#46;&#44; 2021</a>&#41;&#46; Furthermore&#44; an individual&#39;s level of resilience and adaptability contributes to their ability to thrive in a high-risk&#44; high-reward start-up environment &#40;<a class="elsevierStyleCrossRef" href="#bib0066">Williams &#38; Shepherd&#44; 2016</a>&#59; <a class="elsevierStyleCrossRef" href="#bib0008">Baron et al&#46;&#44; 2016</a>&#41;&#46; Emotional intelligence&#44; the capacity to understand and manage personal emotions and those of others&#44; also emerges as a crucial characteristic&#44; given the collaborative and high-pressure nature of start-up cultures &#40;<a class="elsevierStyleCrossRef" href="#bib0047">Miao et al&#46;&#44; 2018</a>&#41;</p><p id="para0034" class="elsevierStylePara elsevierViewall">As for the <span class="elsevierStyleItalic">firm level</span>&#44; antecedents referred to this level deal with the inherent characteristics of the company&#46; Moving to this level&#44; the intrinsic characteristics of the start-up organization itself become central to the HR well-being equation&#46; The organizational culture&#44; encompassing shared values&#44; norms&#44; and practices&#44; is an important antecedent &#40;<a class="elsevierStyleCrossRef" href="#bib0002">Alkhodary&#44; 2023</a>&#41;&#46; A culture that nurtures respect&#44; collaboration&#44; and creativity can be a significant factor in shaping HR well-being&#46; The leadership style practiced within the start-up also plays a crucial role &#40;<a class="elsevierStyleCrossRef" href="#bib0049">Muttaqin et al&#46;&#44; 2020</a>&#41;&#46; How leaders guide teams&#44; make decisions&#44; and communicate vision and strategies&#44; fundamentally shape the work environment and&#44; consequently&#44; HR well-being&#46; The design of jobs and the nature of the workload&#44; too&#44; are intrinsic company characteristics that play into HR well-being &#40;<a class="elsevierStyleCrossRef" href="#bib0043">Maaravi et al&#46;&#44; 2021</a>&#41;&#46; Start-ups often demand innovation&#44; problem-solving&#44; and a degree of autonomy from their teams&#44; making job design an influential antecedent &#40;<a class="elsevierStyleCrossRef" href="#bib0007">Baluku et al&#46;&#44; 2018</a>&#41;&#46;</p><p id="para0035" class="elsevierStylePara elsevierViewall">Finally&#44; the <span class="elsevierStyleItalic">environmental level</span> includes all the business context-related factors enabling HR well-being&#46; At this level&#44; the broader business context within which the start-up operates serves as a backdrop influencing HR well-being&#46; These factors include the overall economic conditions that can shape the stability and growth potential of the start-up&#44; which are indirectly tied to HR well-being &#40;<a class="elsevierStyleCrossRef" href="#bib0060">Su et al&#46;&#44; 2020</a>&#41;&#46; In addition&#44; political climate&#44; legislation and regulations create the framework within which start-ups operate&#44; providing a set of rules and guidelines that may influence HR practices and&#44; by extension&#44; HR well-being &#40;<a class="elsevierStyleCrossRef" href="#bib0003">Amankwa et al&#46;&#44; 2021</a>&#41;&#46; Another environmental antecedent comes from the characteristics of the industry in which the start-up operates&#46; Industries marked by high levels of competition&#44; rapid change&#44; or high risk may contribute to a heightened sense of stress and consequently lower HR well-being&#46; On the other hand&#44; industries characterized by stability&#44; growth&#44; and opportunities for development can foster a positive environment for HR well-being &#40;<a class="elsevierStyleCrossRef" href="#bib0009">Basu et al&#46;&#44; 2023</a>&#41;&#46;</p><p id="para0036" class="elsevierStylePara elsevierViewall">Beyond the business sector&#44; the national culture and societal norms play a vital role as environmental-level antecedents to HR well-being&#46; National cultures that emphasize work-life balance&#44; prioritize worker rights&#44; and offer societal support for employee welfare can nurture a climate conducive to HR well-being &#40;<a class="elsevierStyleCrossRef" href="#bib0061">Teixeira &#38; Vasque&#44; 2020</a>&#41;&#46; However&#44; cultures where overworking is normalized or employee welfare is disregarded may negatively impact HR well-being&#44; leading to elevated stress levels and decreased job satisfaction&#46;</p></span><span id="sec0007" class="elsevierStyleSection elsevierViewall"><span class="elsevierStyleSectionTitle" id="cesectitle0010">Operationalization of the concept of HR well-being in start-ups</span><p id="para0037" class="elsevierStylePara elsevierViewall">Human Resource &#40;HR&#41; well-being is a complex&#44; high-order concept&#46; It&#39;s a broad term that encompasses several factors&#44; including their physical&#44; mental&#44; and emotional health&#44; as well as their work satisfaction and engagement&#46;</p><p id="para0038" class="elsevierStylePara elsevierViewall">As a result of the LDA procedure&#44; we identify three main dimensions of this concept&#46;</p><p id="para0039" class="elsevierStylePara elsevierViewall"><span class="elsevierStyleItalic">Job satisfaction&#44; wages and career development opportunities</span>&#46; Job satisfaction is a critical factor in the well-being of human resources in innovative start-ups&#46;</p><p id="para0040" class="elsevierStylePara elsevierViewall">Job satisfaction in start-ups is a multifaceted concept that involves various factors such as salary&#44; opportunities for advancement&#44; colleagues&#44; management&#44; and the nature of the work itself &#40;<a class="elsevierStyleCrossRef" href="#bib0068">Yang et al&#46;&#44; 2019</a>&#41;&#46; While compensation&#44; benefits&#44; and job security are important factors that shape employee satisfaction&#44; other factors such as opportunities for growth&#44; progress&#44; and career advancement also play a significant role &#40;<a class="elsevierStyleCrossRef" href="#bib0033">Jeong &#38; Choi&#44; 2017</a>&#41;&#46; Additionally&#44; intrinsic rewards such as recognition&#44; praise&#44; and flexible working arrangements could contribute to job satisfaction &#40;<a class="elsevierStyleCrossRef" href="#bib0030">Georgellis &#38; Yusuf&#44; 2016</a>&#41;&#46; As a complex construct&#44; job satisfaction is influenced by various factors&#44; such as the work environment &#40;<a class="elsevierStyleCrossRef" href="#bib0036">Kanchana &#38; Jayathilaka&#44; 2023</a>&#41;&#44; job characteristics &#40;<a class="elsevierStyleCrossRef" href="#bib0043">Maaravi et al&#46;&#44; 2021</a>&#41;&#44; and organizational culture &#40;<a class="elsevierStyleCrossRef" href="#bib0049">Muttaqin et al&#46;&#44; 2020</a>&#41;&#46;</p><p id="para0041" class="elsevierStylePara elsevierViewall">Start-ups that provide employees with autonomy&#44; meaningful work&#44; less routinary activities and opportunities for personal and professional growth are more likely to have satisfied employees &#40;<a class="elsevierStyleCrossRef" href="#bib0043">Maaravi et al&#46;&#44; 2021</a>&#41;&#46; Also&#44; start-up entrepreneurs tend to experience greater life satisfaction due to their ability to work independently&#44; have greater flexibility&#44; and utilize their skills more effectively &#40;<a class="elsevierStyleCrossRef" href="#bib0051">Naud&#233; et al&#46;&#44; 2014</a>&#59; <a class="elsevierStyleCrossRef" href="#bib0012">Binder &#38; Coad&#44; 2013</a>&#41;&#46; This is based on the assumption that having greater autonomy in their work life leads to positive emotions and a sense of fulfilment from running their own business &#40;<a class="elsevierStyleCrossRef" href="#bib0061">Teixeira &#38; Vasque&#44; 2020</a>&#41;&#46;</p><p id="para0042" class="elsevierStylePara elsevierViewall">Start-ups often face financial constraints&#44; and offering competitive wages may be challenging&#46; They often suffer from the inability to provide competitive salaries as per industry standards &#40;<a class="elsevierStyleCrossRef" href="#bib0048">Mukul &#38; Saini&#44; 2021</a>&#41;&#46; This can make it challenging for start-ups to attract and retain highly skilled individuals&#46; Hence&#44; start-ups search for new and creative ways to remain competitive&#44; such as offering alternative compensation considerations and strategies&#44; e&#46;g&#46; benefits&#44; equity compensation&#44; and stock options &#40;<a class="elsevierStyleCrossRef" href="#bib0029">Freeman &#38; Angel&#44; 2007</a>&#41;&#46; <a class="elsevierStyleCrossRef" href="#bib0018">Chang et al&#46; &#40;2015&#41;</a> found a positive effect of non-executive employee stock options on their long-term commitment&#44; preventing myopic behaviours&#44; with a substantial impact on innovation output&#46; Of course&#44; start-ups that provide employees with fair and competitive wages are more likely to have satisfied and motivated workers &#40;<a class="elsevierStyleCrossRef" href="#bib0059">Sorenson et al&#46;&#44; 2021</a>&#41;&#46; Start-ups offering competitive wages have been found to attract and retain high-quality employees &#40;<a class="elsevierStyleCrossRef" href="#bib0039">Kim&#44; 2018</a>&#41;&#46;</p><p id="para0043" class="elsevierStylePara elsevierViewall">Career development opportunities are also essential for employee well-being&#46; Several studies have shown that employees who perceive that they have opportunities for career development are more satisfied with their jobs and more committed to their organizations &#40;<a class="elsevierStyleCrossRef" href="#bib0026">Fackler et al&#46;&#44; 2019</a>&#41;&#46; Start-ups that provide employees with opportunities for career growth and development are more likely to have satisfied employees &#40;<a class="elsevierStyleCrossRef" href="#bib0034">Jia-Jun &#38; Hua-Ming&#44; 2022</a>&#41;&#46; Therefore&#44; innovative start-ups should provide employees with opportunities for career growth and development to foster employee well-being&#46;</p><p id="para0044" class="elsevierStylePara elsevierViewall"><span class="elsevierStyleItalic">Psychological well-being</span></p><p id="para0045" class="elsevierStylePara elsevierViewall">Innovative start-ups are known for their fast-paced&#44; high-pressure work environments&#44; which can make it difficult for employees and founders to manage their professional and personal lives&#46; This can have a significant impact on their well-being&#44; both in the short and long term &#40;Rashmi and Kataria&#44; 2021&#41;&#46;</p><p id="para0046" class="elsevierStylePara elsevierViewall"><a class="elsevierStyleCrossRef" href="#bib0062">Thilagavathy and Geetha &#40;2023&#41;</a> identified three levels of factors impacting work-life balance&#44; namely&#44; individual&#44; organizational&#44; and societal factors&#46; Innovative start-ups have the opportunity to create a culture that values psychological well-being and supports employees in achieving it&#46; This can include offering flexible work arrangements&#44; providing resources for mental and physical health&#44; and promoting a culture of work-life balance &#40;<a class="elsevierStyleCrossRef" href="#bib0062">Thilagavathy &#38; Geetha&#44; 2023</a>&#41;&#46;</p><p id="para0047" class="elsevierStylePara elsevierViewall">While working for a start-up can be exciting and offer growth opportunities&#44; it can also be stressful&#46; The psychological well-being of individuals involved in innovative start-ups has received increasing attention&#44; as the high-pressure environment can result in stress&#44; anxiety&#44; depression&#44; and burnout &#40;<a class="elsevierStyleCrossRef" href="#bib0037">Katrodia&#44; 2020</a>&#41;&#46; Research indicates that start-up founders experience higher levels of stress as compared to employees in traditional organizations &#40;<a class="elsevierStyleCrossRef" href="#bib0050">Nambisan &#38; Baron&#44; 2021</a>&#41;&#46; This is attributed to factors such as the need to raise capital&#44; deal with uncertainties&#44; and manage a rapidly growing team &#40;<a class="elsevierStyleCrossRef" href="#bib0067">Wincent &#38; &#214;rtqvist&#44; 2009</a>&#41;</p><p id="para0048" class="elsevierStylePara elsevierViewall">High levels of stress&#44; in turn&#44; have been found to have a wide range of negative effects on employees and start-up entrepreneurs&#44; including their ability to make judicious decisions and actions and&#44; more broadly&#44; on their performance on a wide range of tasks &#40;<a class="elsevierStyleCrossRef" href="#bib0055">Rangrez et al&#46;&#44; 2022</a>&#41;&#46; Entrepreneurs&#39; passion for their start-up can lead to chronic stress&#44; which can have negative effects on their physical and mental health&#46; It is crucial to educate entrepreneurs to work through the stresses of entrepreneurship more effectively&#44; leveraging self-awareness and resilience in managing stress &#40;<a class="elsevierStyleCrossRef" href="#bib0022">Cotter &#38; Stetson&#44; 2020</a>&#41;&#46;</p><p id="para0049" class="elsevierStylePara elsevierViewall">Employees in innovative start-ups are also at risk of experiencing burnout due to long working hours&#44; high job demands&#44; and the pressure to meet performance targets &#40;<a class="elsevierStyleCrossRef" href="#bib0065">Wiklund et al&#46;&#44; 2019</a>&#41;&#46; This is particularly evident in necessity-based start-ups &#40;<a class="elsevierStyleCrossRef" href="#bib0038">Kautonen &#38; Palmkroos&#44; 2010</a>&#41;&#46; <a class="elsevierStyleCrossRef" href="#bib0052">Nikolova &#40;2019&#41;</a> provided causal evidence of the consequences of switching to self-employment from unemployment &#40;necessity-based&#41; and to self-employment from regular employment &#40;opportunity-based&#41;&#46; Specifically&#44; the author found that necessity entrepreneurs do not experience substantial improvements in opportunity entrepreneurs experience benefits in mental health&#46; <a class="elsevierStyleCrossRef" href="#bib0041">Kollmann et al&#46; &#40;2019&#41;</a> examined how daily stressors affect entrepreneurs&#39; insomnia and their ability to detach from work during non-work hours&#44; with a significant impact on their well-being and performance&#46;</p><p id="para0050" class="elsevierStylePara elsevierViewall">Some start-up entrepreneurs are involved in <span class="elsevierStyleItalic">hybrid entrepreneurship activities</span>&#44; i&#46;e&#46;&#44; they are simultaneously working in wage employment settings while also attempting to launch their new ventures &#40;<a class="elsevierStyleCrossRef" href="#bib0028">Folta et al&#46;&#44; 2010</a>&#41;&#46; Hybrid entrepreneurs face significant time constraints&#44; requiring availability for extended work overtime &#40;<a class="elsevierStyleCrossRef" href="#bib0040">Kim et al&#46;&#44; 2022</a>&#41;&#46; This condition of dual work-venture role engagement often leads to negative psychological pressures and increasing dissatisfaction &#40;<a class="elsevierStyleCrossRef" href="#bib0016">Carr et al&#46;&#44; 2023</a>&#41;&#46;</p><p id="para0051" class="elsevierStylePara elsevierViewall">The workplace must be a source of happiness for employees&#46; Unhappy employees in a workplace tend to increase employee turnover&#44; absenteeism&#44; low productivity&#44; and time wasted deadlines &#40;<a class="elsevierStyleCrossRef" href="#bib0036">Kanchana &#38; Jayathilaka&#44; 2023</a>&#41;&#46;</p><p id="para0052" class="elsevierStylePara elsevierViewall"><span class="elsevierStyleItalic">Work-life balance and gender-related issues</span></p><p id="para0053" class="elsevierStylePara elsevierViewall">The challenges and opportunities associated with employee well-being in innovative start-ups are closely tied to issues of gender&#44; career aspirations&#44; emotional well-being&#44; work-life balance&#44; and motivation&#46; Women may face unique challenges in balancing work and family responsibilities&#44; which can impact their career aspirations and motivation &#40;<a class="elsevierStyleCrossRef" href="#bib0001">Aggrawal et al&#46;&#44; 2022</a>&#41;</p><p id="para0054" class="elsevierStylePara elsevierViewall">Issues Gender and equity-related issues in innovative start-ups are an important aspect to consider&#44; as research indicates a significant gender gap in the start-up ecosystem &#40;<a class="elsevierStyleCrossRef" href="#bib0010">Berger &#38; Kuckertz&#44; 2016</a>&#41;&#46; Female founders and employees often face unique challenges&#44; such as gender discrimination and bias&#44; which can impact their well-being and career development&#46; Gender discrimination in access to funding is a significant issue for women entrepreneurs in start-ups&#46;</p><p id="para0055" class="elsevierStylePara elsevierViewall">Research on gender and equity in innovative start-ups has mainly focused on the underrepresentation of women in the sector &#40;<a class="elsevierStyleCrossRef" href="#bib0015">Brush et al&#46;&#44; 2019</a>&#41;&#46; Studies show that women-led start-ups receive a disproportionately low amount of venture capital funding&#44; with only 2&#46;3 &#37; of VC funding going to women-led start-ups &#40;<a class="elsevierStyleCrossRef" href="#bib0013">Bittner &#38; Lau&#44; 2021</a>&#41;&#46; Similar results are provided by <a class="elsevierStyleCrossRef" href="#bib0023">Demartini &#40;2018&#41;</a>&#46; Her study highlights that female businesses raise&#44; on average&#44; a lower amount of financial resources in comparison to men&#46; This underrepresentation can be attributed to factors such as gender stereotypes&#44; a lack of access to resources and networks&#44; and unconscious bias among investors &#40;<a class="elsevierStyleCrossRef" href="#bib0025">Ewens &#38; Townsend&#44; 2020</a>&#41;&#46; Moreover&#44; the underrepresentation of women in innovative start-ups is because technological-related activities have traditionally been a &#34;male domain <a class="elsevierStyleCrossRef" href="#bib0023">Demartini &#40;2018&#41;</a>&#46;</p><p id="para0056" class="elsevierStylePara elsevierViewall">In terms of well-being&#44; studies have shown that female start-up founders experience higher levels of stress compared to their male counterparts &#40;<a class="elsevierStyleCrossRef" href="#bib0017">Chadwick &#38; Raver&#44; 2019</a>&#41;&#46;</p><p id="para0057" class="elsevierStylePara elsevierViewall">Work-family conflict is a relevant issue in gender studies on start-ups&#39; well-being&#46; Time management played a crucial role in the lives of each of the women as they coordinated various roles&#58; business owner&#44; wife&#44; mother&#44; and carer&#46; A key motivation for engaging in venturing is the desire to balance familial responsibilities with running their own business&#44; thus&#44; fulfilling an ambition to be their boss&#46; Women in start-up companies experience what Kamberidou calls <span class="elsevierStyleItalic">multitasking whirlpool&#44;</span> i&#46;e&#46; the &#8220;experience of being pulled in all directions&#58; juggling professional&#44; social&#44; family&#44; and domestic obligations while pursuing individual or creative goals and needs&#8221; &#40;<a class="elsevierStyleCrossRef" href="#bib0035">Kamberidou&#44; 2020</a>&#44; p&#46;4&#41;&#46; Increased flexibility was expected to help them to realize that ambition&#46; Entrepreneurship offers a partial answer to both a desire for greater flexibility and control over personal time as well as the need to take control over personal and professional ambitions &#40;<a class="elsevierStyleCrossRef" href="#bib0046">McGowan et al&#46;&#44; 2012</a>&#41;&#46;</p><p id="para0058" class="elsevierStylePara elsevierViewall">Innovative start-ups can promote gender and equity by providing a supportive work environment that encourages diversity and inclusion&#46; Additionally&#44; providing individuals with opportunities for personal and professional development can help to build resilience and coping skills&#44; which can improve gender and equity-related issues &#40;<a class="elsevierStyleCrossRef" href="#bib0069">Yang et al&#46;&#44; 2020</a>&#41;</p></span></span><span id="sec0008" class="elsevierStyleSection elsevierViewall"><span class="elsevierStyleSectionTitle" id="cesectitle0011">The overall framework</span><p id="para0059" class="elsevierStylePara elsevierViewall"><a class="elsevierStyleCrossRef" href="#fig0005">Fig&#46; 5</a> summarizes the results of the analysis carried out&#46; In particular&#44; the left side of the figure represents the antecedents&#44; i&#46;e&#46; those factors that impact HR well-being in start-ups&#46; The right side&#44; on the other hand&#44; represents the outcomes&#44; i&#46;e&#46;&#44; how HR well-being in start-ups has been operationalized in literature&#46;</p><elsevierMultimedia ident="fig0005"></elsevierMultimedia><p id="para0060" class="elsevierStylePara elsevierViewall">The analysis of the literature made it possible to highlight some causal relationships that the authors consider relevant&#46; Below are some of the most significant examples&#46;</p><p id="para0061" class="elsevierStylePara elsevierViewall">Starting with individual-level antecedents&#44; employees&#39; inherent traits&#44; resources&#44; and expertise contribute to all three identified dimensions of well-being&#46; Their resilience and adaptability&#44; for instance&#44; allow them to handle the fast-paced&#44; high-stress start-up environment&#44; influencing work-life balance and psychological well-being &#40;Rashmi and Kataria&#44; 2021&#59; <a class="elsevierStyleCrossRef" href="#bib0022">Cotter &#38; Stetson&#44; 2020</a>&#41;&#46; Emotional intelligence and unique skill sets enhance job satisfaction by fostering better work relationships&#44; thereby making the workplace a source of happiness &#40;<a class="elsevierStyleCrossRef" href="#bib0068">Yang et al&#46;&#44; 2019</a>&#59; <a class="elsevierStyleCrossRef" href="#bib0036">Kanchana &#38; Jayathilaka&#44; 2023</a>&#41;&#46; At the firm level&#44; the organizational culture&#44; leadership style&#44; and job design play a critical role&#46; An organizational culture that values respect&#44; collaboration&#44; and creativity can significantly contribute to job satisfaction &#40;<a class="elsevierStyleCrossRef" href="#bib0049">Muttaqin et al&#46;&#44; 2020</a>&#41;&#46; Effective leadership&#44; clear communication&#44; and creative job design foster an environment that facilitates career growth and development&#44; influencing employees&#39; perception of career advancement opportunities and overall job satisfaction &#40;<a class="elsevierStyleCrossRef" href="#bib0034">Jia-Jun &#38; Hua-Ming&#44; 2022</a>&#59; <a class="elsevierStyleCrossRef" href="#bib0043">Maaravi et al&#46;&#44; 2021</a>&#41;&#46; In addition&#44; start-ups that promote a culture of work-life balance positively affect employees&#39; ability to manage their professional and personal lives &#40;<a class="elsevierStyleCrossRef" href="#bib0062">Thilagavathy &#38; Geetha&#44; 2023</a>&#41;&#46; The firm-level antecedents are also critical for gender and equity issues&#44; where supportive work environments and diversity and inclusion practices can mitigate the gender gap &#40;<a class="elsevierStyleCrossRef" href="#bib0069">Yang et al&#46;&#44; 2020</a>&#41;&#46;</p><p id="para0062" class="elsevierStylePara elsevierViewall">Environmental-level antecedents&#44; such as industry characteristics&#44; national culture&#44; and societal norms&#44; affect the wider business context in which the start-up operates&#46; Industries marked by high levels of competition&#44; rapid change&#44; or high risk can contribute to stress&#44; influencing work-life balance and psychological well-being &#40;<a class="elsevierStyleCrossRef" href="#bib0067">Wincent &#38; &#214;rtqvist&#44; 2009</a>&#59; <a class="elsevierStyleCrossRef" href="#bib0037">Katrodia&#44; 2020</a>&#41;&#46; Positive societal norms that value work-life balance&#44; employee rights&#44; and welfare can enhance HR well-being in various dimensions&#44; including psychological well-being and gender and equity issues &#40;<a class="elsevierStyleCrossRef" href="#bib0062">Thilagavathy &#38; Geetha&#44; 2023</a>&#59; <a class="elsevierStyleCrossRef" href="#bib0001">Aggrawal et al&#46;&#44; 2022</a>&#41;&#46;</p></span></span><span id="sec0009" class="elsevierStyleSection elsevierViewall"><span class="elsevierStyleSectionTitle" id="cesectitle0012">Discussion</span><p id="para0063" class="elsevierStylePara elsevierViewall">The insights from this systematic literature review shed light on the well-being of human resources in innovative start-ups&#44; an area that is crucial yet underexplored&#46; Recent HR management research has increasingly acknowledged the distinct challenges and dynamics of start-up environments &#40;<a class="elsevierStyleCrossRef" href="#bib0021">Corvello et al&#46;&#44; 2023</a>&#59; <a class="elsevierStyleCrossRef" href="#bib0065">Wiklund et al&#46;&#44; 2019</a>&#41;&#46; This study complements the existing literature by pointing out the fragmented nature of current knowledge and the necessity for a unified framework&#46; For example&#44; while prior research has explored different aspects of job satisfaction&#44; psychological well-being&#44; and work-life balance &#40;<a class="elsevierStyleCrossRef" href="#bib0032">Harlin &#38; Berglund&#44; 2021</a>&#59; <a class="elsevierStyleCrossRef" href="#bib0048">Mukul &#38; Saini&#44; 2021</a>&#41;&#44; this review integrates these elements into a comprehensive model tailored to start-ups&#46; By synthesizing findings from various studies&#44; this paper addresses identified gaps in the literature&#46; For instance&#44; the significance of emotional intelligence and resilience in employee well-being&#44; highlighted by <a class="elsevierStyleCrossRef" href="#bib0064">Wang et al&#46; &#40;2021&#41;</a> and <a class="elsevierStyleCrossRef" href="#bib0047">Miao et al&#46; &#40;2018&#41;</a>&#44; is further examined in the start-up context&#46; Similarly&#44; our findings on the importance of organizational culture and leadership styles align with and expand upon the work of <a class="elsevierStyleCrossRef" href="#bib0002">Alkhodary &#40;2023&#41;</a> and <a class="elsevierStyleCrossRef" href="#bib0049">Muttaqin et al&#46; &#40;2020&#41;</a>&#44; offering a more detailed understanding of these factors in start-up settings&#46;</p><span id="sec0010" class="elsevierStyleSection elsevierViewall"><span class="elsevierStyleSectionTitle" id="cesectitle0013">Theoretical implications</span><p id="para0064" class="elsevierStylePara elsevierViewall">This study theoretically advances HR management frameworks by introducing a model specifically focused on employee well-being in innovative start-ups&#46; Traditional HR theories typically emphasize stable organizational environments&#44; which starkly contrast with the unpredictable&#44; high-pressure nature of start-ups&#46; Our framework suggests that HR well-being in start-ups is a complex construct involving job satisfaction&#44; psychological well-being&#44; and work-life balance&#44; influenced by individual&#44; firm-level&#44; and environmental factors&#46; Our model has several implications for existing theories&#46; Firstly&#44; it supports the notion that job satisfaction in start-ups is multifaceted&#44; influenced by both intrinsic and extrinsic factors &#40;<a class="elsevierStyleCrossRef" href="#bib0068">Yang et al&#46;&#44; 2019</a>&#59; <a class="elsevierStyleCrossRef" href="#bib0033">Jeong &#38; Choi&#44; 2017</a>&#41;&#46; Secondly&#44; it underscores the critical role of psychological well-being&#44; a dimension often overlooked in traditional HR models but essential in high-stress environments like start-ups &#40;<a class="elsevierStyleCrossRef" href="#bib0056">Rashmi &#38; Kataria&#44; 2022</a>&#41;&#46; Lastly&#44; it highlights the importance of work-life balance and gender-related issues&#44; which are becoming increasingly relevant in modern organizational studies &#40;<a class="elsevierStyleCrossRef" href="#bib0001">Aggrawal et al&#46;&#44; 2022</a>&#59; <a class="elsevierStyleCrossRef" href="#bib0015">Brush et al&#46;&#44; 2019</a>&#41;&#46;</p></span><span id="sec0011" class="elsevierStyleSection elsevierViewall"><span class="elsevierStyleSectionTitle" id="cesectitle0014">Practical implications</span><p id="para0065" class="elsevierStylePara elsevierViewall">For practitioners&#44; this study provides actionable insights to enhance employee well-being in start-ups&#46; Start-up founders and managers can benefit from recognizing the importance of fostering a supportive organizational culture&#44; offering career development opportunities&#44; and promoting work-life balance&#46; Implementing flexible work arrangements&#44; mental health support programs&#44; and inclusive policies can help mitigate the negative effects of the high-pressure start-up environment&#46; Additionally&#44; addressing gender-related challenges by promoting diversity and inclusion should help to close the gap identified in the literature &#40;<a class="elsevierStyleCrossRef" href="#bib0010">Berger &#38; Kuckertz&#44; 2016</a>&#59; <a class="elsevierStyleCrossRef" href="#bib0013">Bittner &#38; Lau&#44; 2021</a>&#41;&#46; Start-ups that actively work towards creating a fair and supportive environment for all employees are likely to see higher levels of satisfaction&#44; commitment&#44; and overall well-being&#44; which can drive innovation and growth&#46;</p><span id="sec0012" class="elsevierStyleSection elsevierViewall"><span class="elsevierStyleSectionTitle" id="cesectitle0015">Conclusions</span><p id="para0066" class="elsevierStylePara elsevierViewall">By examining a broad selection of 42 papers&#44; we have identified the main dimensions&#44; antecedents&#44; and outcomes of HR well-being in the start-up environment Furthermore&#44; by integrating a variety of studies&#44; this paper addressed existing gaps in the literature&#44; providing a deeper understanding of HR well-being in start-ups&#46;</p><p id="para0067" class="elsevierStylePara elsevierViewall">Overall&#44; this article aims to lay the foundations for the extension of organizational theories on employee well-being to the case of start-ups&#46; The study allowed us to identify multiple dimensions of well-being in the context of innovative start-ups&#46; By identifying three distinct but interrelated topics&#44; it highlights the complexity of human resources well-being in this context and the need for a multifaceted approach to addressing it&#46;</p><p id="para0068" class="elsevierStylePara elsevierViewall">This research adds to the existing body of knowledge by offering a detailed framework for understanding HR well-being in innovative start-ups&#46; By tackling the fragmented nature of current studies and presenting a model that incorporates various aspects of well-being&#44; this paper sets the stage for future research in this field&#46; The results highlight the necessity of a comprehensive approach to HR management in start-ups&#44; emphasizing job satisfaction&#44; psychological well-being&#44; and work-life balance&#46; These insights are valuable not only for academic researchers but also for practitioners and policymakers who aim to foster the sustainable development of start-ups and enhance employee well-being&#46;</p></span></span><span id="sec0013" class="elsevierStyleSection elsevierViewall"><span class="elsevierStyleSectionTitle" id="cesectitle0016">Limitations of the study</span><p id="para0069" class="elsevierStylePara elsevierViewall">While this study makes significant contributions to understanding HR well-being in innovative start-ups&#44; it is important to acknowledge its limitations to provide a balanced perspective&#46;</p><p id="para0070" class="elsevierStylePara elsevierViewall">First&#44; the scope of the systematic literature review is constrained by the selection of articles published between 2000 and 2023&#46; This temporal limitation may exclude earlier studies that could offer foundational insights or alternative perspectives on HR well-being in start-ups&#46; Additionally&#44; the exclusive use of databases such as Google Scholar&#44; Scopus&#44; and Web of Science means that some relevant studies&#44; particularly those published in less mainstream or regional journals&#44; may not have been captured&#46; This limitation could introduce a potential bias towards research from well-established academic communities&#44; possibly overlooking findings from less-represented regions or fields&#46;</p><p id="para0071" class="elsevierStylePara elsevierViewall">Another limitation stems from the methodological approach&#46; The reliance on specific keywords to filter relevant studies may have led to the exclusion of research that examines HR well-being in start-ups using different terminologies or focusing on adjacent concepts&#46; Although this approach is systematic&#44; it risks missing nuanced or innovative studies that could have enriched the review&#46; Furthermore&#44; the use of text-mining and Latent Dirichlet Allocation &#40;LDA&#41; methods&#44; while effective for identifying broad themes&#44; might have oversimplified complex relationships and omitted qualitative insights that could provide a deeper understanding of the contextual factors influencing HR well-being&#46;</p><p id="para0072" class="elsevierStylePara elsevierViewall">The study&#39;s conceptual framework&#44; although comprehensive&#44; may not fully account for all the variables that impact HR well-being in start-ups&#46; For instance&#44; factors such as organizational maturity&#44; leadership styles specific to certain industries&#44; or the influence of external stakeholders like investors and clients were not deeply explored&#46; Additionally&#44; the cross-sectional nature of the review does not allow for an examination of how HR well-being dynamics evolve as start-ups grow and mature&#46; This limitation is particularly relevant given that start-ups often undergo rapid changes that could significantly alter their HR environment&#46;</p></span><span id="sec0014" class="elsevierStyleSection elsevierViewall"><span class="elsevierStyleSectionTitle" id="cesectitle0017">Future research directions</span><p id="para0073" class="elsevierStylePara elsevierViewall">Building on these limitations&#44; several areas for future research are proposed to deepen the understanding of HR well-being in start-ups and extend the findings of this study&#46; First&#44; one of the most pressing needs is for longitudinal studies that track HR well-being over time within start-ups&#46; Such studies could provide insights into how employee well-being evolves as start-ups progress through different stages of growth&#44; from inception to scaling and potentially to exit or failure&#46; Understanding these dynamics could help identify critical intervention points&#44; where HR practices can be adjusted to better support employee well-being&#46;</p><p id="para0074" class="elsevierStylePara elsevierViewall">Second&#44; future research should explore the applicability of the proposed framework across different cultural and industrial contexts&#46; Start-ups in various regions operate under different cultural norms and economic conditions&#44; which can significantly impact HR practices and employee well-being&#46; Comparative studies across different countries or regions&#44; particularly those in emerging markets&#44; could reveal how cultural factors influence HR well-being and whether the identified dimensions&#8212;job satisfaction&#44; psychological well-being&#44; and work-life balance&#8212;remain consistent across diverse settings&#46; Similarly&#44; examining start-ups across various industries&#44; such as technology&#44; healthcare&#44; and creative sectors&#44; could uncover industry-specific challenges and best practices&#46;</p><p id="para0075" class="elsevierStylePara elsevierViewall">Third&#44; the increasing digitization of work presents a significant area for future exploration&#46; Future research could investigate how emerging technologies&#44; such as artificial intelligence &#40;AI&#41;&#44; machine learning&#44; and remote collaboration tools&#44; impact HR well-being in start-ups&#46; For instance&#44; studies could examine how AI-driven HR practices influence employee perceptions of fairness&#44; job satisfaction&#44; and career development&#46; Additionally&#44; the rise of remote work&#44; accelerated by the COVID-19 pandemic&#44; necessitates a deeper understanding of its long-term effects on psychological well-being and work-life balance in start-up environments&#46;</p><p id="para0076" class="elsevierStylePara elsevierViewall">Fourth&#44; another promising avenue for future research is the investigation of leadership styles and organizational culture in shaping HR well-being&#46; Start-up environments often require a unique blend of leadership qualities&#8212;such as agility&#44; innovation&#44; and resilience&#8212;that differ from those needed in more established organizations&#46; Studies could explore how different leadership approaches within start-ups influence employee motivation&#44; stress levels&#44; and overall well-being&#46; Additionally&#44; understanding how start-up cultures evolve and the role that founders play in setting cultural norms that affect HR well-being could provide valuable insights for both academic researchers and practitioners&#46;</p><p id="para0077" class="elsevierStylePara elsevierViewall">Fifth&#44; there is a need to explore the relationship between HR well-being and innovation within start-ups&#46; Given that innovation is a core driver of start-up success&#44; understanding how well-being initiatives influence creative processes and innovation outcomes could offer critical insights&#46; Research could investigate whether higher levels of HR well-being correlate with increased creativity&#44; better problem-solving capabilities&#44; and greater overall innovation within start-ups&#46; This line of inquiry could extend to exploring how start-ups can balance the demands of innovation with the need to maintain a healthy work environment&#46;</p><p id="para0078" class="elsevierStylePara elsevierViewall">Finally&#44; future research should also consider under-researched populations within the start-up ecosystem&#44; such as non-founding employees&#44; minority groups&#44; and freelancers who often contribute to start-up projects&#46; These groups may experience HR well-being differently due to varying levels of job security&#44; inclusion&#44; and support&#46; Understanding their experiences can provide a more holistic view of HR well-being in start-ups&#46;</p><p id="para0079" class="elsevierStylePara elsevierViewall">In summary&#44; while this study has laid the groundwork for understanding HR well-being in innovative start-ups&#44; addressing future research directions is crucial for refining and expanding the current knowledge base&#46; Such efforts will not only enrich academic discourse but also provide actionable insights for start-up founders&#44; HR practitioners&#44; and policymakers aiming to foster healthier&#44; more productive work environments in these high-pressure settings&#46;</p></span></span><span id="sec0014a" class="elsevierStyleSection elsevierViewall"><span class="elsevierStyleSectionTitle" id="cesectitle0017a">CRediT authorship contribution statement</span><p id="para0079a" class="elsevierStylePara elsevierViewall"><span class="elsevierStyleBold">Salvatore Ammirato&#58;</span> Writing &#8211; original draft&#44; Supervision&#44; Methodology&#44; Funding acquisition&#44; Conceptualization&#46; <span class="elsevierStyleBold">Alberto Michele Felicetti&#58;</span> Writing &#8211; original draft&#44; Validation&#44; Formal analysis&#44; Data curation&#44; Conceptualization&#46; <span class="elsevierStyleBold">Ciro Troise&#58;</span> Conceptualization&#46; <span class="elsevierStyleBold">Gabriele Santoro&#58;</span> Investigation&#46; <span class="elsevierStyleBold">Zoltan Rozsa&#58;</span> Conceptualization&#46;</p></span></span>"
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        "resumen" => "<span id="abss0001" class="elsevierStyleSection elsevierViewall"><p id="spara006" class="elsevierStyleSimplePara elsevierViewall">This study aims to unify the fragmented knowledge on human resource &#40;HR&#41; well-being in innovative start-ups&#44; a critical factor in their success&#46; Through a systematic literature review&#44; we analysed 42 peer-reviewed articles using MySLR software to identify key themes and dimensions in this area&#46; Our findings suggest that HR well-being in start-ups can be understood as a higher-order construct&#44; encompassing three main dimensions&#58; job satisfaction&#44; psychological well-being&#44; and work-life balance&#44; including gender-related considerations&#46; The study&#39;s implications are significant for academics and practitioners&#59; as such&#44; the proposed framework serves as a reference model for future research and a practical guide for start-up managers to improve employee well-being&#46; The originality of this study lies in its comprehensive approach to synthesising existing research on HR well-being in start-ups&#44; providing a unified framework that clarifies previously unclear and fragmented findings in the literature&#46;</p></span>"
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        "nota" => "<p class="elsevierStyleNotepara" id="notep0001">The intertopic distance map&#44; illustrated in <a class="elsevierStyleCrossRef" href="#fig0002">Fig&#46; 2</a>&#44; serves as a graphical tool to visualize the spatial relationships between topics identified through the Latent Dirichlet Allocation &#40;LDA&#41; analysis&#46; Each circle on the map corresponds to a distinct topic within the dataset&#44; with the size of the circle representing the prevalence of that topic across the analyzed documents&#8212;larger circles indicate topics that are more dominant in the reviewed literature&#46; The distance between the circles reflects the degree of similarity between the topics&#58; topics positioned closer together share more keywords and thematic content&#44; suggesting they are more closely related&#44; while those spaced further apart are more distinct from one another&#46; This map is particularly useful for identifying how topics cluster and where there might be overlaps or gaps within the research field&#46; It enables readers to quickly discern which areas of HR well-being are interconnected and which are treated as more isolated subjects in the literature&#46;</p>"
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Article information
ISSN: 2444569X
Original language: English
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