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Journal articles on the topic 'Small business management'

Author: Grafiati

Published: 4 June 2021

Last updated: 30 July 2024

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1

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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2

Abdilakimov, Gofur. "ANALYSIS OF SOME ASPECTS OF SMALL BUSINESS MANAGEMENT." International Journal Of Management And Economics Fundamental 03, no. 03 (March 1, 2023): 5–13. http://dx.doi.org/10.37547/ijmef/volume03issue03-02.

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Small business and private entrepreneurship play an important role in the socio-economic development of all countries in the conditions of globalization taking place in the world today. In the current era of rapid changes, attention is being paid to business and entrepreneurship as one of the decisive, strategically important, priority areas of economic reforms. Because this industry is an industry that can quickly adapt to the demands and changes in the world and regional markets, and can quickly withstand the threats and negative consequences of the global financial and economic crisis. Today, 90% of businesses in developing countries are small and medium-sized enterprises, and they provide the opportunity to create more than 50% of jobs. Formally established small business enterprises account for 40% of the GDP of these countries. The World Bank estimates that by 2030, 600 million jobs will be needed to keep up with the growing population. This requires rapid development and institutional modernization of small business and private entrepreneurship. Therefore, this problem sets the task of expanding the scope of scientific research in this regard, introducing innovative technologies to the field on a large scale.

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3

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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4

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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5

Khomeriky, Temur. "Priorities of Small Business Management." Caucasus Journal of Social Sciences 1, no. 1 (November 10, 2023): 94–118. http://dx.doi.org/10.62343/cjss.2008.6.

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The economic stabilization of a country in a market economytransition period significantly depends on the society's stability.Small businesses are the basis of today's Georgian economics,but because of unsuitable management, advantagesof this form of business organization are not completely realized.Mostly small entrepreneur structures are handled bytheir owners, but it is not always advisable. Mainly nonhierarchicalsmall business management structures do not giverise to formal relations, what not existence of suitable managingstyle stipulates inadequate organization behavior, butunorganized management becomes primitive. It is often thereason small business entrepreneurs fail. So, suitable managementfor small business is as necessary as initial capital,tangible assets and other factors of development. Because ofsmall business managements, un-development increased followingnegative events: diversification policy directingbecomes harder because of little opportunities to overcomethe difficulties of entering and leaving from one sector toanother, effective inventions attraction opportunities arereduced while groundless business-strategy conditions;bankrupt risk is large because of uncompetitive managerialdecisions; the quality of using business consulting is low andit is often used not to make optimal decisions but to documentingalready made decisions; business educations systemin Georgia can't satisfy the requirements of small business,because neither entrepreneurs have exact formulateddemand on managerial education, nor is the active staffersre-training system market adequate. It's clear that solving theaforesaid problems is impossible without concerning consensusachievement of stakeholders and strong will. Most managersand entrepreneurs pay less attention to strategicapproaches while managing small business structures.Managers of small structures are required to be flexiblethinkers and dynamic actors in the marketplace, while estimatingstrategic alternatives for elaborating the most preferablestrategy by observation of the environment without complexresearch. They provide SWOT analyze, estimate competitiveness,foresee opportunities of outsourcing, analyze valuechains, plan business operations and project organizationprocess and etc. All of this requires a special style of management,one which must provide small business advantagessuch as: high maneuvering, flexibility, effective informational-communicative connection, entrepreneur - innovativepotential and other. Time budgeting by a manager mustinclude equal expenses for work planning-organizing andcontrol, also motivation and support for employees.

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6

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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7

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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8

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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9

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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10

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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11

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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12

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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13

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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14

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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15

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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16

Cole, Graham. "Big business for small businesses." Development and Learning in Organizations: An International Journal 28, no. 4 (June 2, 2014): 24–26. http://dx.doi.org/10.1108/dlo-04-2014-0029.

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Purpose – This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach – This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings – Learning is fundamental to success in any walk of life. Business is no different. Any organization lacking the motivation or capacity to acquire new knowledge will invariably get left behind. The merits of formal learning mechanisms have long been recognized. However, more informal approaches to learning are increasingly playing a major part in the workplace. The flexibility it offers is perhaps a major reason why it now allegedly accounts for up to 90 per cent of learning that takes place. Practical implications – The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations. Originality/value – The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to digest format.

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17

Adashev, Azimjon Urinboevich, and Abdulkholik Mukhiddin Ugli Ismoilov. "The Role Of Small Business In The Management Of The Organized Structure." American Journal of Applied sciences 03, no. 04 (April 29, 2021): 84–90. http://dx.doi.org/10.37547/tajas/volume03issue04-11.

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Small business is one of the most important sectors of the national economy. At the same time, small businesses play an important role not only in the national economy, but also in the social sphere. The article considers the nature of the organizational structure of the activities of small businesses and makes recommendations.

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18

Wijayanti, Anita, Massila Kamalrudin, Safiah Sidek, and Kartika Hendra Titisari. "A business transformation model to enhance the sustainability of small-sized family businesses." Problems and Perspectives in Management 19, no. 1 (February 26, 2021): 185–97. http://dx.doi.org/10.21511/ppm.19(1).2021.16.

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Business transformation is essential to making the small-sized family business more sustainable. Technological and environmental changes have radically transformed the way of doing business. Business transformation into digital business is the key to success in these conditions. On the other hand, some of the previous studies of business transformation in several countries and industries show different empirical evidence. This study analyzes the transformation process in a small-sized family business. This is a case study of 15 small-sized family businesses with four different types of industry, with an interview and observation period of 12 months in 2019–2020. This study has formulated a business transformation model for a small-sized family business and presented the results of the transformation process carried out. The research results indicate that a business transformation model consists of several attributes and sub-attributes. Business transformation results indicate different processes and times between companies. In general, the transformation process can be grouped into the exploration, learning, and synchronizing stages. The industry with the fastest transformation process is the hospitality industry, while the manufacturing process for the industry takes a bit longer. The results of this study indicate that business transformation has improved the sustainability of a small-sized family business that is characterized by its ability to adapt to changing technology and environmental conditions.

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19

Maripova, Shahlo. "SPECIFIC FEATURES OF MANAGEMENT IN SMALL BUSINESS ENTERPRISES." Economics and education 24, no. 6 (December 29, 2023): 287–93. http://dx.doi.org/10.55439/eced/vol24_iss6/a45.

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Since the development of small business is approved as one of the strategic goals of the national economy of Republic of Uzbekistan, study of the small business management issues becomes relevant today. In this regard, our article aims to discuss the features of management specific for small businesses in order to study best practices that can enhance small business growth. The different works of various researchers and specialists are observed regarding the topic of the study. management methods for running of small entities are reviewed. During the study, both advantages and disadvantages of small business management are observed in detail. And the series of modern software products are offered for small businesses which aim at facilitating business processes.

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20

Sharma, Dr Virendra. "THE ROLE OF FINANCIAL MANAGEMENT IN ACHIEVING BUSINESS SUCCESS: A REVIEW OF LITERATURE." International Journal of Economics Finance & Management Science 08, no. 03 (March 12, 2023): 04–07. http://dx.doi.org/10.55640/ijefms-9118.

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Introduction: Financial management is crucial for small businesses, as it plays a vital role in their success. This study examines the impact of financial management practices on small business success. Methods: A survey was conducted with 100 small business owners to gather data on their financial management practices and business success. The data were analyzed using regression analysis to identify the relationship between financial management practices and business success. Results: The results indicate that financial management practices, including budgeting, cash flow management, and financial forecasting, have a significant positive impact on small business success. In particular, businesses that have better financial management practices are more likely to be profitable and experience growth. Discussion: These findings highlight the importance of financial management practices in small business success. Business owners who prioritize financial management are more likely to make informed decisions, avoid financial crises, and sustain long-term success. Conclusion: Small businesses that implement effective financial management practices are more likely to succeed. Business owners should focus on developing and improving financial management practices to ensure their businesses thrive.

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21

Frolov, Sergiy, Victoria Strilec, and Ievgen Balatskyi. "Foresight technologies in financial provision of small business in Ukraine." Problems and Perspectives in Management 15, no. 1 (May 10, 2017): 200–209. http://dx.doi.org/10.21511/ppm.15(1-1).2017.07.

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The problems of formation of small business in Ukraine are caused by insufficient financial provision, ineffective mechanism of taxation and unsustainable state regulatory policies. The aim of the paper is analyze financial provision of small businesses and substantiation of its improvement scenarios with the use of foresight instruments. The paper evaluates the criteria of financial provision of small businesses. It offers the organizational mechanism of financial provision of small business. It also assesses the system of relations “state-small businesses” in the formation of financial provision of companies and identifies the main obstacles for the realization of small business potential. The use of foresight technologies in building scenarios for the formation of financial provision of small businesses is proposed. Stages and methods of systemic foresight are considered. The conclusion is made that financial provision of small business in Ukraine should be focused not only on changes in the legislation, but also on the improvement of state support of small businesses and expansion of the relationship “state-small businesses”.

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22

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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23

ШАМХАЛОВА, Э. А., and Н. М. УМАРГАДЖИЕВА. "CRM SYSTEM IN SMALL BUSINESS MANAGEMENT." Экономика и предпринимательство, no. 11(160) (December 21, 2023): 811–17. http://dx.doi.org/10.34925/eip.2023.160.11.153.

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В статье рассматриваются существующие на рынке CRM-решения, а также проводится сравнительный анализ современных CRM. Развитие технологий и процессы информатизации общественной жизни оказывают существенное влияние не только на крупные предприятия, но и на малый бизнес, диктуя новые требования и задачи. Все это имеет прямую связь с управлением бизнес-процессов, эффективным инструментом которого выступают CRM-системы. Статья посвящается возможностям автоматизации бизнес-процессов с помощью данных систем. The article examines the existing CRM solutions on the market, as well as a comparative analysis of modern CRM. The development of technologies and the processes of informatization of public life have a significant impact not only on large enterprises, but also on small businesses, dictating new requirements and tasks. All this has a direct connection with the management of business processes, an effective tool of which are CRM systems. The article is devoted to the possibilities of automating business processes using these systems.

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24

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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25

Murphy, William H., and Denis Leonard. "Quality management (QM) leads to healthier small businesses." Journal of Small Business and Enterprise Development 23, no. 4 (November 21, 2016): 1104–19. http://dx.doi.org/10.1108/jsbed-12-2015-0169.

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Purpose The purpose of this paper is to add to the current knowledge of how and why small businesses should engage in quality management (QM) by providing insights from small business owners who are committed advocates of QM. By so doing, to encourage small business owners to see that QM is right – and possible – for any small business wanting to improve performance. Design/methodology/approach Using an inductive method, semi-structured interviews followed a template of six open-ended questions. Study participants were ten owners of small family-owned business winners of a National Quality Award (National Housing Quality Award (NHQA)), making them industry leaders in applying QM. Data from these QM advocates are presented and discussed. Findings The cases reveal consistent encouragement for small businesses to engage in QM, with every owner certain that positive outcomes follow. Despite recognizing barriers to engagement, interviewees strongly feel the barriers are small relative to gains realized through QM. These QM advocates advise getting started by choosing one or a few QM tools and/or customizing tools rather than becoming overwhelmed by prospects of the complexity of doing QM to the exacting standards of various quality programs. Finally, they encourage small businesses to stay the course once started on QM. Research limitations/implications Limitations are that the paper relies on just ten case studies and these were taken from just one industry. While these limitations cannot be disputed, the rich data, interpretations, and opportunities for future research emerging from the inductive approach seem likely to resonate well beyond the particular industry involved here. Practical implications This paper speaks directly to small business owners by including many quotes from owners and summarizing themes from multiple interviews. The advice provided can be acted upon by any small business, with the opportunity of realizing improved business performance. Originality/value Few articles provide insights on the merits of QM for small businesses directly from interviews with small business owners. Here, the authors learn about the rationale for small businesses engaging in QM, are given thoughtful comments on how to get started, and told about the realities – including difficulties – of small business QM.

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26

POLZUNOVA, N. N., I. S. POLZUNOV, and T. A. SUKHAREVA. "PROBLEMS OF IMPLEMENTING PROJECT MANAGEMENT IN SMALL BUSINESS." EKONOMIKA I UPRAVLENIE: PROBLEMY, RESHENIYA 2, no. 4 (2020): 48–53. http://dx.doi.org/10.36871/ek.up.p.r.2020.04.02.008.

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Small business plays a huge role in the development of economic systems at various levels. The external environment affects the processes occurring in small business organizations, setting more and more new tasks. The project approach allows for timely and flexible solution to these problems. Small businesses face difficulties in implementing project management in their operations. The article discusses the problems asso-ciated with the implementation of project management in the activities of small businesses. Measures aimed at solving the identified problems are given.

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Kazakov, Olim Sabirovich, and Ibroxim Turabaev. "Introduction Of Principles Of Management In Subjects Of Business." American Journal of Interdisciplinary Innovations and Research 03, no. 05 (May 7, 2021): 50–58. http://dx.doi.org/10.37547/tajiir/volume03issue05-09.

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The Accelerated rates small-scale business and business worldwide develops. In Uzbekistan small-scale business and business too develops. The share of small-scale business and business grows in gross national product. Successful activity of small-scale business and business depends from introduction in them of modern principles of management. In article introduction of principles of management in subjects of small-scale business and business in the conditions of economy globalisation is considered questions.

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Ильясова, К. Х., С. Р. Умархаджиева, Э. Р. Салгириев, and С. А. Хусаинова. "Theoretical foundations of small business finance management." Экономика и предпринимательство, no. 4(141) (July 11, 2022): 879–83. http://dx.doi.org/10.34925/eip.2022.141.4.157.

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Данная статья подтверждает организацию финансового менеджмента малого бизнеса. Укрепление статуса малых предприятий как самостоятельных хозяйствующих субъектов в новых условиях требует принципиально нового подхода к мониторингу их финансовой деятельности. В частности, необходимо внедрить финансовый менеджмент в малом бизнесе, ключевые слова: финансы, малый бизнес. Характерной чертой рыночной экономики является то, что это экономика, ориентированная на общество, дополняемая государственным контролем. This article confirms the organization of financial management of small businesses. Strengthening the status of small enterprises as independent economic entities in the new conditions requires a fundamentally new approach to monitoring their financial activities. In particular, it is necessary to introduce financial management in small business, keywords: finance, small business. A characteristic feature of a market economy is that it is a society-oriented economy supplemented by state control.

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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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30

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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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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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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МЕДЖИДОВ К.К., МЕДЖИДОВ К. К., and ГАШИМОВА Л. Г. ГАШИМОВА Л.Г. "FEATURES OF MANAGEMENT IN SMALL BUSINESS." Экономика и предпринимательство, no. 4(165) (June 25, 2024): 797–802. http://dx.doi.org/10.34925/eip.2024.165.4.156.

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Данная статья рассматривает современные концепции менеджмента в контексте малых предприятий. Обсуждаются актуальные тенденции, такие как цифровая трансформ ция, гибкость, социальная ответственность и ориентация на клиента. Выделены ключевые аспекты успешного управления малым бизнесом, такие как развитие персонала, стратегическое мышление и инновации This article examines modern management concepts in the context of sm all enterprises. Current trends such as digital transformatio , flexibility, social responsibility and customer orientation are discussed. The key aspects of successful small business management, such as personnel development, strategic thinking and innovation, are highlighted.

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34

Worku, Zeleke. "The impact of poor quality municipal services on small enterprises." Investment Management and Financial Innovations 13, no. 3 (September 23, 2016): 274–79. http://dx.doi.org/10.21511/imfi.13(3-1).2016.14.

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A survey was conducted (2012 to 2014) in the City of Tshwane in order to assess and evaluate determinants of adequate municipal services that are routinely provided to operators of start-up business enterprises. Data used in the report come from 1.058 small businesses. The aim of research is to assess and evaluate the relationship between the quality of services and sustained viability in small business enterprises. The study was conducted against the background of a high failure rate among newly established small businesses in the City of Tshwane. The study showed that there was a significant association between positive perception of business operators on the quality of municipal services provided to them and viability of businesses. The percentage of viable business enterprises that were satisfied with the quality of services provided to them was 87%. The percentage of non-viable business enterprises that were satisfied with the quality of services provided to them was only 13%. Profitability in business enterprises was significantly affected by lack of capacity for fulfilling the business and entrepreneurial needs of newly established businesses [hazard ratio = 3.58; P = 0.000; 95% C. I. = (1.45, 5.46)], inappropriate policy [hazard ratio = 3.19; P = 0.000; 95% C. I. = (1.39, 5.28)], and lack of tailor made training programs directed at newly established small businesses [hazard ratio = 2.89; P = 0.000; 95% C. I. = (1.24, 4.77)]. In-depth interviews conducted with business operators led to similar findings. Keywords: city of Tshwane, small businesses, municipal services, perception, hazard ratio. JEL Classification: L26, H7, L8

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35

Pronyaeva, L. I., and O. A. Fedotenkova. "Management of small business development in the region." National Interests: Priorities and Security 16, no. 3 (March 16, 2020): 496–518. http://dx.doi.org/10.24891/ni.16.3.496.

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Subject. This article discusses the economic relations and institutional and managerial processes in the sphere of State regulation of small business development at the regional level. Objectives. The article aims to develop recommendations on improvement of the management system and strengthening of State influence in the sphere of small business development in the region. Methods. For the study, we used the economic and statistical methods, graphic and expert estimate techniques, and the literature review approach. Results. The article summarizes the experience of small business operations in foreign countries and assesses the developments of Russian economists dealing with small businesses and regional development. It defines the factors constraining the development of small business in the region and shows the main areas of its support by the State. To conduct a comprehensive assessment of small business development in the region, the article offers an original scorecard. Conclusions. Implementing the proposed recommendations will help assess the condition of small business and apply appropriate tools in the system of State management of small business development in regions.

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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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GREENWOOD, ROBERT, and FLORENCE TSANG. "MANAGEMENT PERCEPTION OF PERFORMANCE AND THE INFORMATION NEEDS OF SMALL BUSINESS." Journal of Enterprising Culture 05, no. 02 (June 1997): 209–21. http://dx.doi.org/10.1142/s0218495897000132.

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This paper illustrates that small business managers in Hong Kong and the United Kingdom over-rely on the financially related performance measures in a manner inappropriate for handling the complexities and uncertainties in the business environment. It also shows that managers must address the development of new approaches to performance measurement to anticipate market trends and respond to changing customer needs. The paper suggests that small business success is dependent upon the ability of managers to understand the external environment and match this to the internal capabilities of the business. This implies that managers will have an external focus and possess the ability to continuously develop the small business's capabilities to meet the challenges created by the external environment. The paper concludes by advocating that performance measures should adapt as businesses are affected over time by different factors. We recommend a broad approach to performance measurement which incorporates tangible, non-tangible, financial and non-financial indicators.

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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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Otubor, Christopher, Ambrose Okwoli, and Yohanna Jugu. "BANK LOAN AND SMALL BUSINESS FINANCE MANAGEMENT IN PLATEAU STATE." International Journal of Advanced Research in Statistics, Management and Finance 8, no. 1 (January 5, 2021): 1–12. http://dx.doi.org/10.48028/iiprds/ijarsmf.v8.i1.01.

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The importance of small businesses to manage finance from banks served as one of the motivational factors for small business growth. This study investigated the outcome if small businesses managed finance from banks for growth in Jos, Plateau State. The study adopted the descriptive survey design with a population of 550. However, 435 responses as collected from small businesses that enjoyed bank loans. The age bracket of the respondents ranged from twenty-seven years and above. The source of data for this research was primary with a self-administered questionnaire as the instrument for the data collection. The questionnaire used for this study was in a five-point Likert-scale, validated by four senior lecturers in a closely related field. The linear regression method was adopted for data analysis employed to test the hypothesis to investigate how small businesses managed bank loans for growth. The finding showed that small businesses significantly had finance management that grew their business in Plateau State. In conclusion, bank loans and small businesses are mutually inclusive with appropriate finance management by small businesses to grow businesses in Jos, Plateau State. The recommendation was bank loans be made always available to small businesses in Jos, Plateau State since small businesses showed appropriate finance management to grow business.

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Mwepu Mbuya, Jean-Marie, Maria Bounds, and G. Goldman. "Selected skills required for sustainable small and medium businesses." Investment Management and Financial Innovations 13, no. 2 (July 14, 2016): 379–88. http://dx.doi.org/10.21511/imfi.13(2-2).2016.13.

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The objective of the study was to determine to what extent the selected skills contribute to the growth and the sustainability of small and medium businesses. In an attempt to understand the underlying factors contributing to the high failure rate of small and medium businesses, this study focused on the extent to which small and medium business owners from two age groups perceived five identified skills generally associated with entrepreneurial and business behavior as conducive to either success or failure. A lack of entrepreneurial and business skills impacts on the growth and survival of small and medium businesses in the Johannesburg Metropole. A quantitative study approach using structured survey questionnaires was used amongst 150 small and medium businesses in the Johannesburg Metropole. Factor analysis was used to analyze the responses gathered from the survey. Findings indicated that all selected entrepreneurial skills (leadership, creativity and innovation, networking, goal-setting and time management) appeared to be critical for small and medium businesses sustainability and growth. Although previous researches have indicated that entrepreneurial skills played crucial role in small and medium businesses sustainability, this study highlighted some of the key skills and attributes that SMEs owners should possess in order to operate their business ventures successfully

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Prygunova, Mariya Igorevna, and Il'yas Kamilovich Tumakov. "Overview of modern digital practices for small business management." Теоретическая и прикладная экономика, no. 4 (April 2022): 52–66. http://dx.doi.org/10.25136/2409-8647.2022.4.38393.

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The object of the study is digital programs used by small enterprises for business management. At the beginning of the article, the authors dwell in detail on the very concept of small and medium-sized entrepreneurship, present existing approaches to the analysis of entrepreneurship and list the generally accepted criteria of a small enterprise in the Russian Federation. Further, the authors give arguments about the need to use digital technologies in doing business and give a brief overview of common small business management software. For small businesses, there are many such approaches and tools based on effective management of the company. Special attention is paid to the advantages of the programs under consideration, as well as possible ways of their application. The novelty of the research lies in highlighting the key advantages of the digital popular small business management programs presented in the article. Small business programs ensure that the entire organization of the company is synchronized, and the company's activities as a whole are effectively optimized. A special contribution of the authors to the study of the topic is an attempt to divide small business management tools into thematic groups in the following areas: customer relations, cloud collaboration, electronic billing, social networks, marketing, accounting, project management. The main conclusion of the study is the fact that small businesses are not lagging behind large ones in the application of innovative technologies for business process management.

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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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Yrle, Augusta C., and Sandra J. Hartman. "E-business: an outsourcing solution for small businesses." International Journal of Management and Enterprise Development 1, no. 3 (2004): 268. http://dx.doi.org/10.1504/ijmed.2004.004525.

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Korechkov, Yu V., V. A. Kvasha, and V. A. Kozlov. "FACTOR ANALYSIS IN THE SMALL BUSINESS MANAGEMENT SYSTEM." EKONOMIKA I UPRAVLENIE: PROBLEMY, RESHENIYA 3, no. 10 (2021): 57–62. http://dx.doi.org/10.36871/ek.up.p.r.2021.10.03.006.

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The article examines the elements of factor analysis in the management system of small and individual entrepreneurship. It is shown that factor analysis shows the degree of influence of each variable on the financial condition of a small enterprise and individual entrepreneurs. It is revealed that the transformation of approaches to managing the economy of small enterprises and individual entrepreneurs can improve the efficiency of their activities, competitiveness in the market environment, which will lead to an increase in the socio-economic importance of the small business sector. The classification of external and internal factors of the development of small business and individual entrepreneurship is given. The analysis of the factors of small business development showed that in an unstable economic situation and the emergence of crisis phenomena in the economy, the sustainability of small business depends on the implementation of the totality of all factors. The study uses a systematic approach to conducting factor analysis, statistical and graphical methods of research. The concept of factor analysis has been clarified, the author’s classification of factors for the development of small business has been given. The impact of market failures on the activities of small enterprises and individual entrepreneurs was identified on the basis of the structural and logical method. The use of the structural-logical method allowed us to identify market failures that have an impact on small businesses. The importance of small business development infrastructure is revealed, which ensures the active interaction of all its elements, strengthens the feedback between business and government structures.

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Mustika, Candra, Sigit Indrawijaya, and Zamzami Zamzami. "Impact of small business management on optimizing business performance (Study on small-scale cake businesses in Sarolangun District)." Jurnal Perspektif Pembiayaan dan Pembangunan Daerah 6, no. 2 (November 18, 2018): 255–64. http://dx.doi.org/10.22437/ppd.v6i2.5562.

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Давлетов, И. И. "Headcount Management in Small Businesses." Экономика и предпринимательство, no. 2(115) (May 6, 2020): 1220–23. http://dx.doi.org/10.34925/eip.2020.115.2.245.

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В статье рассмотрены вопросы развития предприятий малого бизнеса в Пермском крае. Рассмотрены варианты управления численностью персонала в малых предприятиях при увеличении и снижении объема производства. Определена роль руководителя в малом предпринимательстве при оптимизации численности персонала предприятия. The article deals with the development of small businesses in the Perm region. Options for managing the number of employees in small enterprises with an increase and decrease in production volume are considered. The role of the Manager in small business is defined when optimizing the number of employees of the enterprise.

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Taneja, Sonia, Mildred Golden Pryor, and Mario Hayek. "Leaping innovation barriers to small business longevity." Journal of Business Strategy 37, no. 3 (May 16, 2016): 44–51. http://dx.doi.org/10.1108/jbs-12-2014-0145.

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Purpose The purpose of this paper is to address the challenges faced by small businesses and to explain the importance of using strategic innovation to achieve long-term sustainability and viability. Design/methodology/approach This study of small business innovation includes reviewing the types and determinants of innovation as well as strategies to overcome innovation barriers. In addition, the authors developed a model that portrays elements needed for strategic innovation that supports the long-term viability of small businesses. Findings Small businesses serve as the economic foundation for many nations because they stimulate innovation, provide jobs, foster competitiveness and support overall economic growth. Small businesses can rapidly adapt to change, adopt new strategies and provide flexibility that supports strategic innovation. As a result, strategic innovation is a key driver of sustainable competitive advantage for small businesses. Practical implications Small business leaders need to integrate strategic innovation with their strategic planning to remain competitive. The strategic innovation model presented in this paper can assist them in understanding elements needed for successful strategic innovation and long-term viability. Social implications Globally, small businesses exert a strong influence on economic growth and create opportunities, employment and technological development. This paper will assist small business leaders as they strive to use strategic innovation to strengthen their competitive capabilities. Originality/value The unique strategic innovation model that the authors developed can help small businesses to achieve long-term sustainability and viability in the competitive marketplace.

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Osman, Nor Hasni, and Abdul Aziz Jemain. "Selection of Small Business Practices Priorities." Journal of Business Management and Accounting 3 (February 23, 2020): 51–60. http://dx.doi.org/10.32890/jbma2013.3.0.8884.

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Small business plays an important role in Malaysian business systems. This is because it contributes to the national economic growth by creating job opportunities. As job creators, small businesses must secure access to financial resources but the critical issue surrounding the survival of small businesses is their financial management. Thus, this study approaches small business specifically to examine their financial practices in doing business. This study succeeded in interviewing 185 entrepreneurs in Kedah, which are involved in five different business sectors. These businesses include food and furniture sectors in the manufacturing area; and catering, groceries, and tailoring from the trade and service area. All these businesses represent the most important small businesses that are operating in Kedah. The selection for business practice priorities was done through a fuzzy approach. This approach had been utilised in investigating the linguistic data of business practices. The results showed that updating bookkeeping records is a dominant practice among the entrepreneurs across all sectors, except for the food processing business.

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Olufemi, Dr Aladejebi,, Dr Oladimeji Dr. Oladimeji, and Johnson Abiodun. "Business Continuity Management among Small Hotels in Nigeria." Scholars Journal of Economics, Business and Management 8, no. 8 (August 6, 2021): 208–18. http://dx.doi.org/10.36347/sjebm.2021.v08i08.003.

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Disasters happen from time to time all over the world. Companies face man-made and natural disasters that threaten to interrupt main business activities. Many Small businesses do not open after a disaster. Business continuity management is used to help companies respond to any unprecedented event timely and effectively. The study's objective includes examining the preparation and readiness of small hotels for any potential disaster; examine the critical components of effective Business continuity management and the impact of disaster preparedness on business continuity. Data were collected from primary sources using a structured questionnaire. The target respondents were motels, guest houses, and one & two-star hotels in Lagos, Nigeria. Data were collected from 150 respondents, and only 140 were viable and analyzed using SPSS and Excel. The majority of the respondents were hotels, and most have been in business for over 5years. The study shows that prevention strategies popularly put in place by these institutions were against fire, burglary, and local political instability. They seem to be laidback regarding risks such as floods, storms & lightning, and acts of terrorism. Risk assessment efforts were also seen to be directed towards risks such as fire, pandemic, and labour dispute/political instability. Risks such as a pandemic, acts of terrorism and flood, storm & lightning were seen not to receive much attention.

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Howard, Jack L. "Human Resource Management Issues as a Small Business Grows." New England Journal of Entrepreneurship 4, no. 1 (March 1, 2001): 51–58. http://dx.doi.org/10.1108/neje-04-01-2001-b006.

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