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Journal articles on the topic '150314 Small Business Management'

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Author: Grafiati

Published: 10 December 2022

Last updated: 28 January 2023

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1

Wilmshurst, Trevor, and Despina Whitefield. "Total Quality Management in Small Business Small Business Saviour?" Small Enterprise Research 4, no. 3 (January 1996): 65–81. http://dx.doi.org/10.5172/ser.4.3.65.

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2

Taylor, Terry. "SMALL BUSINESS MANAGEMENT PROJECT." Journal of Small Business - Canada 2, no. 4 (January 1985): 50–58. http://dx.doi.org/10.1080/0820957x.1985.10600614.

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3

Brady, Anna. "Small Business." Journal of Business Strategy 16, no. 2 (February 1995): 44–52. http://dx.doi.org/10.1108/eb039690.

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4

Wiśniewski, Jerzy Witold. "Forecasting in Small Business Management." Risks 9, no. 4 (April 9, 2021): 69. http://dx.doi.org/10.3390/risks9040069.

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This work aims to verify an authorial forecasting method from a system of interdependent equations, which is based on empirical equations of the structural form and is mainly intended for econometric micromodels. The prediction procedure will be analogous to the so-called chain prediction that is used for recursive models. The difference—compared with the prediction from a recursive model—entails the necessity of using one of the reduced-form empirical equations to begin the procedure of constructing a sequence of forecasts from successive structural-form empirical equations. The research results presented above indicate that the above-proposed iterative forecasting method from structural-form equations of a system of interdependent equations guarantees synchronization of forecasts as part of a closed cycle of relations. A different number of iterations is required to obtain convergent forecasts. It can be noticed that the further ahead the forecasted period is, the more iterations should be carried out to obtain convergent forecasts. Small business management with the use of forecasting can be done remotely. Rapid updates of statistical information will require cloud-based communication. Completion of data in a cloud will allow, on one hand, accurate assessment of expired forecasts and, on the other, to update the predictor equations. This can be carried out at any place with Internet access.

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5

Gregory, Geoffrey, and Terry Hill. "Small Business: Production/Operations Management." Journal of the Operational Research Society 39, no. 7 (July 1988): 696. http://dx.doi.org/10.2307/2582196.

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6

Boian, Nicolae. "Management of Small Business’ Recovery." RECENT - REzultatele CErcetărilor Noastre Tehnice 19, no. 2 (November 29, 2018): 89–96. http://dx.doi.org/10.31926/recent.2018.55.089.

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7

Minakov, Andrey. "Small Business Financial Risk Management." Russian Journal of Management 10, no. 2 (July 26, 2022): 31–35. http://dx.doi.org/10.29039/2409-6024-2022-10-2-31-35.

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The current stage is characterized by the intensification of integration processes and globalization processes, thereby causing high turbulence of the environment, which has a significant impact on the economy of the country and all its participants, respectively. This carries significant risks to small businesses, which is the main driver in the development of the economy. And these risks are mainly related to the financial component. Financial risks largely reflect market risks. They require competent and effective management, as well as minimizing the degree of possible negative impact. The purpose of the study is to study financial risk management in small businesses, which makes it necessary to study both theoretical approaches to understanding financial risks and practical approaches to risk management at the present stage. The object of the study is small business enterprises of different regions, but of the same field of activity. The main methods used in the article are the comparative method (used in comparing some indicators of different small businesses), the analytical method, the coefficient method (using accounting financial reporting data) and some others. Research results: an analysis of the financial risks of several enterprises related to small business entities was carried out, which gives an understanding of the current situation in the field of entrepreneurship, the ability of competent management and the need for support.

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8

Subbaiah, S., and V. Venkata Ramana. "Strategic Management in Small Business." SEDME (Small Enterprises Development, Management & Extension Journal): A worldwide window on MSME Studies 21, no. 3 (September 1994): 37–42. http://dx.doi.org/10.1177/0970846419940304.

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9

Chadha, Suresh K. "Management Education and Small Business." SEDME (Small Enterprises Development, Management & Extension Journal): A worldwide window on MSME Studies 27, no. 3 (September 2000): 89–94. http://dx.doi.org/10.1177/0970846420000306.

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10

Bulatović, Dragan, and Bojana Jokić. "Operation management in small business." Ekonomski izazovi 6, no. 12 (2017): 105–11. http://dx.doi.org/10.5937/ekoizazov1712105b.

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11

Portovaras, Tetiana, Zhanna Harbar, Ihor Sokurenko, and Iuliia Samoilyk. "Management of small business entities." Independent Journal of Management & Production 11, no. 8 (May 1, 2020): 680. http://dx.doi.org/10.14807/ijmp.v11i8.1226.

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The purpose of the study is to identify the factors influencing the management of the activity of small businesses and to provide recommendations for its development through the resolution of crisis issues that prevent businesses from achieving strategic prospects and stable profits. The main factors for reducing the effectiveness of small businesses have been identified on the basis of the results of the questionnaire survey of one level of managers (small business directors), which should be taken into account in the formation of strategic management decisions and long-term development strategies. It is found that many of the factors are subject to managerial influence, which minimizes the negative impact on the performance of small business entities. The hypothesis that the main tool for stimulating small business development remains the state has confirmed with the help of research, but there is an urgent objective need to identify other factors that influence the activities of small businesses that impede their development and lead to closure. The study suggests that only a balance between the internal environment of small businesses and the regulatory framework of the state will allow them to work effectively in market conditions and provide the national economy with money. The authors present a position on the organization of a small business entity management system that reflects the links between processes and events in a market environment. The presented approach takes into account a number of elements of influence on a small business when forecasting its development in a strategic perspective. The results of the study showed that it is necessary to clearly identify the tasks at each stage of development of a small business entity, to form alternative models of its development by looking for ways to optimize activities and opportunities to avoid possible risks.

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12

Gregory, Geoffrey. "Small Business: Production/Operations Management." Journal of the Operational Research Society 39, no. 7 (July 1988): 696–97. http://dx.doi.org/10.1057/jors.1988.120.

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13

Lockett, Nigel. "Small Business E-Commerce Management." International Small Business Journal: Researching Entrepreneurship 22, no. 6 (December 2004): 622–24. http://dx.doi.org/10.1177/026624260402200607.

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14

Slutsky, Steven H. "SMALL BUSINESS REPORTS." Journal of Business Strategy 16, no. 3 (March 1995): 57–61. http://dx.doi.org/10.1108/eb039703.

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15

Cameron, George R. "Small business is big business." Journal of Marketing Management 2, no. 1 (January 1986): 31–37. http://dx.doi.org/10.1080/0267257x.1986.9963998.

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16

Solomon, George, and Mark Carney. "United States Small Business Administration's Role in Small Business Training." International Small Business Journal: Researching Entrepreneurship 4, no. 1 (October 1985): 25–33. http://dx.doi.org/10.1177/026624268500400102.

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17

Das, Ashim Kumar, and Nikhil Bhushan Dev. "Effective Management ofReceivables in Small Business." SEDME (Small Enterprises Development, Management & Extension Journal): A worldwide window on MSME Studies 31, no. 1 (March 2004): 17–26. http://dx.doi.org/10.1177/0970846420040103.

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18

Murphy, H. Joseph, and Jeffrey D. Young. "Management Self-Development and Small Business." Management Learning 26, no. 3 (September 1995): 319–30. http://dx.doi.org/10.1177/1350507695263003.

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19

Sampaio, Ana Rita, Rhodri Thomas, and Xavier Font. "Small business management and environmental engagement." Journal of Sustainable Tourism 20, no. 2 (March 2012): 179–93. http://dx.doi.org/10.1080/09669582.2011.602193.

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20

Drummond, Helga, and Elizabeth Chell. "Crisis Management in a Small Business." Management Decision 32, no. 1 (February 1994): 37–40. http://dx.doi.org/10.1108/00251749410050688.

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21

Ortiz-Buonafina, Marta. "Small Business Exporting." Journal of Global Marketing 3, no. 4 (August 27, 1990): 33–58. http://dx.doi.org/10.1300/j042v03n04_03.

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22

Maldonado-Guzman, Gonzalo, Jesus Francisco Mellado-Siller, and Edith Reyes-Ruiz. "Brand Management and Business Performance in Mexican Small Business." Journal of Management and Sustainability 8, no. 3 (August 22, 2018): 16. http://dx.doi.org/10.5539/jms.v8n3p16.

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Brand management is a relatively new topic in marketing literature and it is considered by several researchers, academics and professionals, as one of the most important business strategies that allow not only a significant growth of the business performance of small enterprises, but also their continuity in the market where they participate. Similarly, brand management has also been analyzed and discussed at the core of enterprises and there are relatively few investigations that focus on small enterprises, and there are even less researches carried out in developing countries. For these reasons, the main goal of this empirical research is the analysis and discussion of the effects of brand management on the level of business performance in small enterprises, by using a sample of 300 small firms and by implementing a model of structural equations of second order, that can provide a deeper understanding of the current relation between brand management and business performance. The results obtained show that brand management has a positive and significant in the level of business performance in small enterprises.

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23

Van Auken, Howard E., and B. Michael Doran. "Small Business Capitalization Patterns." Journal of Applied Business Research (JABR) 5, no. 2 (October 25, 2011): 15. http://dx.doi.org/10.19030/jabr.v5i2.6356.

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This study investigates the initial capitalization and financing patterns of recently established (new) and established (old) small businesses in Iowa. Analysis of survey responses indicates that significant differences exist between these two groups of firms. Specifically, new firms are found to have relied more heavily on debt financing than old firms. This suggests that new firms with high debt loads are likely not to survive and become old firms.

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24

Ahmed, Eliza, and Valerie Braithwaite. "Understanding Small Business Taxpayers." International Small Business Journal: Researching Entrepreneurship 23, no. 5 (October 2005): 539–68. http://dx.doi.org/10.1177/0266242605055911.

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25

Brock, William A., and David S. Evans. "Small business economics." Small Business Economics 1, no. 1 (1989): 7–20. http://dx.doi.org/10.1007/bf00389913.

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26

Lopatina, Ekaterina, and Ekaterina Novikova. "CONTEMPORARY MANAGEMENT PROBLEMS: MARKETING AND MANAGEMENT OF SMALL BUSINESS." Вестник Северо-Кавказского федерального университета, no. 3 (2020): 58–63. http://dx.doi.org/10.37493/2307-907x.2020.3.7.

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27

Linton, Jonathan D., and George T. Solomon. "Technology, Innovation, Entrepreneurship and The Small Business-Technology and Innovation in Small Business." Journal of Small Business Management 55, no. 2 (February 13, 2017): 196–99. http://dx.doi.org/10.1111/jsbm.12311.

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28

Chen, Lei-da, Steve Haney, Alex Pandzik, John Spigarelli, and Chris Jesseman. "Small Business Internet Commerce." Information Resources Management Journal 16, no. 3 (July 2003): 17–41. http://dx.doi.org/10.4018/irmj.2003070102.

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29

Taylor, Eunice, Mariam Al Yousuf, Eyad Saleh Nassar, Mohamed Saleh, and Jiji Philip. "The small business dilemma." Worldwide Hospitality and Tourism Themes 7, no. 1 (February 9, 2015): 50–62. http://dx.doi.org/10.1108/whatt-12-2014-0040.

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Purpose – This paper aims to explore the particular dilemma of achieving international best practice and regulatory compliance for food safety in small local restaurants with limited resources, low levels of literacy and no common language. It is the fourth article in a Worldwide Hospitality and Tourism Themes theme issue presenting a comprehensive government strategy for improving food safety management standards across the hospitality industry. Design/methodology/approach – The article outlines extensive industry fieldwork involving on-site observations and interviews, undertaken by researchers from the relevant cultural backgrounds to identify common practices and specific risks, and facilitate targeted interventions. Findings – As expected, the independent restaurant sub-sector in Abu Dhabi is similar to international norms, with the additional challenge of language and literacy. In-depth on-site observations reveal a range of high-risk situations and practices, which require specific solutions from government to raise food safety levels. Practical implications – This article clarifies the scale and nature of the independent restaurant sub-sector of hospitality businesses, and uses in-depth, culturally appropriate research to identify the reality of food safety practices, major risks and areas for improvement. It identifies a list of 18 practices found in small hospitality businesses, which if controlled would make a significant difference to food safety. Originality/value – The article will be of value to practitioners, researchers, policy makers and other stakeholders involved in the food industry.

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30

Kuczowic, Jacek. "Business Value Category in the Management of a Small Business." Zeszyty Naukowe Uniwersytetu Szczecińskiego Finanse Rynki Finansowe Ubezpieczenia 79 (2016): 267–76. http://dx.doi.org/10.18276/frfu.2016.79-20.

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31

Flynn, Dave, and Xu Luodan. "Small Business Survival." Journal of East-West Business 7, no. 4 (June 25, 2002): 79–94. http://dx.doi.org/10.1300/j097v07n04_05.

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32

Gurova, Ekaterina, Tatyana Larinina, Nikita Zakorin, Larisa Andreeva, and Lyubоv Manukhina. "Program-target methods of management small business." MATEC Web of Conferences 106 (2017): 08085. http://dx.doi.org/10.1051/matecconf/201710608085.

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33

Wu, Desheng Dash, and David L. Olson. "Enterprise risk management: small business scorecard analysis." Production Planning & Control 20, no. 4 (June 2009): 362–69. http://dx.doi.org/10.1080/09537280902843706.

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34

"SMALL BUSINESS REPORTS." Journal of Business Strategy 16, no. 2 (February 1995): 55–61. http://dx.doi.org/10.1108/eb039691.

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35

"SMALL BUSINESS REPORTS." Journal of Business Strategy 16, no. 4 (April 1995): 52–58. http://dx.doi.org/10.1108/eb039712.

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36

Airapetyan, A. A. "Small business management as an art of management." TRENDS IN THE DEVELOPMENT OF SCIENCE AND EDUCATION, 2020. http://dx.doi.org/10.18411/lj-11-2020-174.

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37

"International Small Business Journal." International Small Business Journal: Researching Entrepreneurship 4, no. 1 (October 1985): 102. http://dx.doi.org/10.1177/026624268500400114.

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38

"International Small Business Journal." International Small Business Journal: Researching Entrepreneurship 4, no. 2 (January 1986): 105. http://dx.doi.org/10.1177/026624268500400215.

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39

"International Small Business Journal." International Small Business Journal: Researching Entrepreneurship 4, no. 4 (July 1986): 85. http://dx.doi.org/10.1177/026624268600400413.

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40

"International Small Business Journal." International Small Business Journal: Researching Entrepreneurship 5, no. 1 (August 1986): 83. http://dx.doi.org/10.1177/026624268600500116.

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41

"International Small Business Journal." International Small Business Journal: Researching Entrepreneurship 5, no. 2 (January 1987): 74. http://dx.doi.org/10.1177/026624268600500215.

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42

"International Small Business Journal." International Small Business Journal: Researching Entrepreneurship 5, no. 3 (February 1987): 90. http://dx.doi.org/10.1177/026624268700500315.

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43

"International Small Business Journal." International Small Business Journal: Researching Entrepreneurship 5, no. 4 (May 1987): 84. http://dx.doi.org/10.1177/026624268700500414.

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44

"International Small Business Journal." International Small Business Journal: Researching Entrepreneurship 6, no. 1 (November 1987): 106–7. http://dx.doi.org/10.1177/026624268700600115.

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45

"International Small Business Journal." International Small Business Journal: Researching Entrepreneurship 6, no. 3 (April 1988): 89–90. http://dx.doi.org/10.1177/026624268800600314.

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46

"International Small Business Journal." International Small Business Journal: Researching Entrepreneurship 6, no. 4 (July 1988): 90–91. http://dx.doi.org/10.1177/026624268800600415.

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47

"International Small Business Journal." International Small Business Journal: Researching Entrepreneurship 7, no. 1 (October 1988): 86–87. http://dx.doi.org/10.1177/026624268800700114.

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48

"International Small Business Journal." International Small Business Journal: Researching Entrepreneurship 7, no. 2 (January 1989): 94–95. http://dx.doi.org/10.1177/026624268900700215.

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49

"International Small Business Journal." International Small Business Journal: Researching Entrepreneurship 7, no. 4 (July 1989): 102–3. http://dx.doi.org/10.1177/026624268900700419.

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50

"International Small Business Journal." International Small Business Journal 8, no. 1 (October 1989): 100–101. http://dx.doi.org/10.1177/026624268900800116.

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