Journal articles on the topic 'Small business organisation and management'
To see the other types of publications on this topic, follow the link: Small business organisation and management.
Create a spot-on reference in APA, MLA, Chicago, Harvard, and other styles
Consult the top 50 journal articles for your research on the topic 'Small business organisation and management.'
Next to every source in the list of references, there is an 'Add to bibliography' button. Press on it, and we will generate automatically the bibliographic reference to the chosen work in the citation style you need: APA, MLA, Harvard, Chicago, Vancouver, etc.
You can also download the full text of the academic publication as pdf and read online its abstract whenever available in the metadata.
Browse journal articles on a wide variety of disciplines and organise your bibliography correctly.
1
Mollet, Léonie S., and Stephanie Kaudela-Baum. "Linking business agility with people management practices." Die Unternehmung 76, no. 4 (2022): 430–42. http://dx.doi.org/10.5771/0042-059x-2022-4-430.
Full textAbstract:
Organisations pursuing - agility often struggle with strategic alignment issues. In this paper, we link business agility, as a competitive strategy, and strategic Human Resources Management (HRM), and investigate how HRM can facilitate business agility by creating a suitably organised workforce. By means of an explorative case study of agile small and medium-sized enterprises (SMEs) in New Zealand and Switzerland, we describe hypotheses about a new HRM archetype. In these knowledge-intensive organisations from the service sector, HRM grows into a distributed and collaborative people management practice across the whole organisation. Characterised by self-organisation, it emphasises individual and collective learning, encourages continuous sensemaking and connecting to a common purpose.
2
Lentjušenkova, Oksana, and Inga Lapiņa. "An integrated process-based approach to intellectual capital management." Business Process Management Journal 26, no. 7 (April 23, 2020): 1833–50. http://dx.doi.org/10.1108/bpmj-03-2019-0101.
Full textAbstract:
PurposeNowadays, the aspects of the intellectual capital (IC) management have become important, valuing it as an integral part of the organisation. Researchers emphasise the strategic importance of IC management, particularly in the context of satisfying the stakeholders' interests and value creation. However, the existing studies reflect individual elements of IC management, not analysing them as a system which is a part of the organisational management system, and hence it is impossible to draw valid conclusions on the impact of IC on the organisation's performance. The aim of the paper is to describe an approach to the elaboration of the IC management strategy and its integration into the organisation's management system.Design/methodology/approachThe developed approach is based on a holistic and systemic view of the organisation, where IC management is integrated into the organisation's management . This approach is based on the structure of IC developed by Lentjušenkova and Lapina (2016). In this structure, business processes are the IC component that unites the other three ones – human capital, technologies and intangible assets. The study has used induction and deduction, as well as analytical and synthetic qualitative research methods, including logical constructive and conceptual (concept) analysis.FindingsElaborating the organisational strategy by taking into account the stakeholder interests, the organisation is able to ensure sustainable development. Using the integrated management approach, IC management is integrated into the organisation's activities and joint operational strategy. In this case, IC management becomes an integral part of the organisation's activities functioning in conjunction with the other organisation's systems, and it is integrated into all ongoing business processes.Research limitations/implicationsThe approach the authors have proposed to IC management could be adapted by small and medium-sized companies. Using it, companies do not need to create special functional units or division, because IC becomes an integral part of organisation's processes.Originality/valueIn previous studies, business processes were considered as one of the components of IC. In the study’s approach, business processes imply integration of IC into the overall organisation management system. As a framework for the proposed approach, the authors have used the Deming cycle “Plan-Do-Check-Act” that envisages dividing the development and implementation of the IC management and development strategy into four phases, with a clear allocation of tasks and a defined outcome for each individual phase. To use this approach, it is enough for organisations to conduct an analysis of processes and, depending on the strategic goals of the organisation, make additions related to managing IC.
3
Gohil, Udityasinh, Patricia Carrillo, Kirti Ruikar, and Chimay Anumba. "Development of a Business Process Model for a Project-Based Service Organisation." International Journal of Knowledge-Based Organizations 3, no. 1 (January 2013): 37–56. http://dx.doi.org/10.4018/ijkbo.2013010103.
Full textAbstract:
Core operations of many small service organisations involved in collaboration are largely on a project (i.e. operational) basis. However, every organisation has operational, organisational and strategic processes that are equally important. The objective of this paper is to establish a business process model for such a project-based service organisation (PBSO) where stakeholders are involved in operational as well as management (organisational and strategic) processes, to create a sustainable collaboration. The focus of the paper was a PBSO and hence a case study of a PBSO firm lead to the development of a new process model that further takes advantage of involving collaborators in all or most of the processes of an organisation. IDEF0 was the preferred process modelling technique for the development of the business process model.
4
Metcalfe, Mike. "Knowledge sharing, complex environments and small-worlds." Human Systems Management 24, no. 3 (August 3, 2005): 185–95. http://dx.doi.org/10.3233/hsm-2005-24301.
Full textAbstract:
This paper is about knowledge sharing vision appropriate for a complex environment. In these environments, traditional views of knowledge sharing as informing a hierarchical, centralised leadership may be misleading. A complex environment is defined as one that emerges unpredictable changes that require organisations to reconnect, to reorganise. Organisations need to be able to rapidly reconnect relationships so as to reflect new priorities, and to do so without causing change “bottlenecks”. The empirical biologists have observed that some social species have evolved structures that enable them to do this automatically what ever the environmental change. These organisational forms have survived for millions of years without central planning; rather they use local knowledge is reconnect as required overall providing an appropriate strategic response. These organisational forms seem to result from the small-worlds phenomenon and it is self organising. Specifically, this paper will argue that this small-worlds, self organisation, phenomena is a useful vision for designing a knowledge sharing vision appropriate for a complex environment. The supportive evidence is provided in the form of identifying the empirical attributes of self organisation and small worlds to provide an explanation of how and why it works. The system thinking, biology (insect) and the social-network literature are used.
5
Wyer, Peter, Jane Mason, and Nick Theodorakopoulos. "Small business development and the “learning organisation”." International Journal of Entrepreneurial Behavior & Research 6, no. 4 (August 2000): 239–59. http://dx.doi.org/10.1108/13552550010355136.
Full text
6
Grocholski, Elena. "relevance of agile change management in a dynamic business environment." SCENTIA International Economic Review 1, no. 2 (March 29, 2022): 169–87. http://dx.doi.org/10.52514/sier.v1i2.26.
Full textAbstract:
Conventional change management approaches are increasingly reaching their limits in a business environment characterised by volatility, dynamics, and complexity. In other contexts, attempts are often made to counter these aspects with agile approaches. The extent to which this also makes sense in the field of change management has not been frequently investigated to date. The aim of this paper is therefore to examine the extent to which agile change management contributes to the successful handling of changes in a dynamic business environment. For this purpose, 30 interviews were conducted with change management and organisational development experts from various small, medium-sized, and large companies in Germany. The data obtained was primarily analysed qualitatively, using a structuring content analysis according to Mayring (2015). The results of the research show that change management can strongly benefit from agility. In particular, this is the case with respect to self-organisation, iteration, and experimentation. Agile change management makes sense even in more conventional, hierarchical organisations. However, there are indeed organisation-, project- or context-specific characteristics that speak particularly in favour of the use of agile change management approaches or make more conventional change management approaches seem more reasonable. Often, it is even advisable to use a clever mixture of both.
7
Smith, Andrew, Eddie Oczkowski, Charles Noble, and Robert Macklin. "New management practices and enterprise training in Australia." International Journal of Manpower 24, no. 1 (February 1, 2003): 31–47. http://dx.doi.org/10.1108/01437720310464954.
Full textAbstract:
The widespread implementation of new management practices (NMPs) in industrialised countries has had a significant impact on employee training. Examines five NMPs: the learning organisation; total quality management; lean production/high performance work organisations; teamworking; and business process re‐engineering. Focuses on the relationship between organisational change and training at the enterprise level. The research identified important findings in six key areas: small business; the use of the vocational education and training system; the importance of the individual; the nature of training; the importance of behavioural skills; and organisational change. The study confirmed that workplace change is a major driver of improved training provision in enterprises. It showed unambiguously that most NMPs are associated with higher levels of training. The integration of training with business strategy was found to be the most important factor in driving training across a wide range of training activities and appears to lead to an across the board boost to enterprise training in all its forms.
8
Pearce, Antony, and Dirk Pons. "Implementing Lean Practices: Managing the Transformation Risks." Journal of Industrial Engineering 2013 (December 18, 2013): 1–19. http://dx.doi.org/10.1155/2013/790291.
Full textAbstract:
Insightful implementation of lean is necessary for high-value manufacturing and is complementary to strategic decision making regarding manufacture. However lean can be difficult to implement in specific organisations. One of the difficulties is deciding which of the many lean tools to apply and when to apply them. A complicating factor is change management. Lean implementation is a transformational process and needs to support organisational development alongside process improvement. We develop a method based on risk management to identify which lean tools are most appropriate for a specific organisational setting. This permits the situational and contingency variables to be accommodated in the lean transformation. The method is demonstrated by application to a small manufacturing organisation with a high-variety low-volume business model. Thus it is possible, given contextual knowledge of the organisation, to predict which lean methods are most important in the situation. This enables the prioritisation of organisational effort towards lean methods that are relevant to the organisation at that particular time in its development.
9
Grocholski, Elena. "The Relevance of Agile Change Management in a Dynamic Business Environment." European Journal of Marketing and Economics 5, no. 1 (January 1, 2022): 17. http://dx.doi.org/10.26417/230dnr26.
Full textAbstract:
Conventional change management approaches are increasingly reaching their limits in a business environment characterised by volatility, dynamics and complexity. In other contexts, attempts are often made to counter these aspects with agile approaches. The extent to which this also makes sense in the field of change management has not been frequently investigated to date. The aim of this paper is therefore to examine the extent to which agile change management contributes to the successful handling of changes in a dynamic business environment. For this purpose, 30 interviews were conducted with change management and organisational development experts from various small, medium-sized, and large companies in Germany. The data obtained was primarily analysed qualitatively, using a structuring content analysis according to Mayring (2015). The results of the research show that change management can strongly benefit from agility. In particular, this is the case with respect to self-organisation, iteration, and experimentation. Agile change management makes sense even in more conventional, hierarchical organisations. However, there are indeed organisation-, project- or context-specific characteristics that speak particularly in favour of the use of agile change management approaches or make more conventional change management approaches seem more reasonable. Often, it is even advisable to use a clever mixture of both.
10
Leung, Nelson K. Y., Sim Kim Lau, and Nicole Tsang. "An Ontology-Based Collaborative Inter-Organisational Knowledge Management Network (CIK-NET)." Journal of Information & Knowledge Management 12, no. 01 (March 2013): 1350005. http://dx.doi.org/10.1142/s0219649213500056.
Full textAbstract:
Ontologies are widely used to represent knowledge explicitly but it is impractical to expect all individuals and organisations to agree on using one or a small subset of ontologies. The adoption of multiple ontologies causes ontology mismatches which make their inherent vocabularies and relationships become inconsistent, resulting in difficulty for one system to understand and reuse these ontologies. To achieve knowledge sharing and reuse, ontology mediation is required to reconcile mismatches between heterogeneous ontologies. In this paper, we investigate the application of ontology in knowledge management (KM). Many KM approaches have been developed with the purpose of managing organisational knowledge. However, these approaches only focus on managing intra-organisational knowledge, which is inadequate in current business environment because users are often required to access inter-organisational knowledge to complete their tasks. These approaches also fail to collaborate with each other as their designs are based on their own business and KM requirement in managing organisational knowledge. We argue that ontology and its mediation methods can be used to overcome limitation of non-collaborative problem in which individual organisation is unable to reuse inter-organisational knowledge. An ontology-based inter-organisational KM network is therefore proposed to allow organisations accessing and retrieving inter-organisational knowledge of common domain.
11
Hundermark, Genevieve. "How does learning keep a small company afloat?" Information Management and Business Review 6, no. 3 (June 30, 2014): 156–67. http://dx.doi.org/10.22610/imbr.v6i3.1111.
Full textAbstract:
Small and medium enterprises in South Africa experience one of the highest failure rates in the world with approximately 90% failing in their first ten years, suggesting that few are sustainable entities. In order to be sustainable, organisations should be learning ones. Senge’s (1990) ground-breaking model of a learning organisation, previously researched in large global companies, was used as the basis of researching a small company in South Africa. The study explored whether by being a learning organisation, the company could sustain itself. Senge’s model includes five disciplines, with embedded adult learning theories. An ethnographic case study attempted to identify whether the company drew on these learning theories in its operations, and if this contributed to its development as a learning organisation. The study revealed an interesting blend of a business management concept with adult education principles that gave insight into developing the small company as a learning organisation.
12
Cannon, Tom. "Innovation, Creativity and Small Firm Organisation." International Small Business Journal: Researching Entrepreneurship 4, no. 1 (October 1985): 34–41. http://dx.doi.org/10.1177/026624268500400103.
Full text
13
Štrukelj, Tjaša, Jelena Nikolić, Dejana Zlatanović, and Simona Sternad Zabukovšek. "A Strategic Model for Sustainable Business Policy Development." Sustainability 12, no. 2 (January 10, 2020): 526. http://dx.doi.org/10.3390/su12020526.
Full textAbstract:
Growing importance of sustainable development, corporate social responsibility and business ethics requires various types of contemporary organisations innovation. This research assesses the problem related to business policy innovation (BPI), which represents organisational governance determination. The main purpose of the paper is to qualitatively and quantitatively present a new, requisitely holistic strategic model of the soft factors influencing BPI, which interdependently incorporates changes in organisational values, culture and business ethics, as well as stakeholders’ interests reconciliation, thus determine soft possibilities for more sustainable business policy, management and practice. While the relevance of these factors for business policy is in the literature widely recognized, there is a small amount of empirical research on their influence on BPI. To mitigate this research gap, advanced structural equation modelling (SEM) based partial least squares (PLS) method was used for analysing data of 734 organisations in Slovenia, the EU state. The research results show that researched soft factors organisational values, culture and stakeholders’ interests reconciliation statistically confirmed influence BPI. Thus, these recognitions can be used as the basis for strategic managerial decision making towards social responsibility and sustainability of an organisation. Reasons why it has not been statistically confirmed that business ethics influence BPI needs to be investigated in future research.
14
Susomrith, Pattanee, and Albert Amankwaa. "Relationship between job embeddedness and innovative work behaviour." Management Decision 58, no. 5 (August 13, 2019): 864–78. http://dx.doi.org/10.1108/md-11-2018-1232.
Full textAbstract:
Purpose The purpose of this paper is to enable management decisions to develop innovation within an organisation by examining the relationship between job embeddedness (JE) and innovative work behaviour (IWB) while also considering the moderating effect of life satisfaction upon this relationship. Design/methodology/approach Data were collected from 213 employees of small- and medium-sized organisations in Thailand. Confirmatory factor analysis was conducted to assess the reliability of the measures and validity of the constructs. Multiple regression and PROCESS Macro techniques were used to test the direct and moderation effects. Findings The two components of JE, organisational and community embeddedness, were found to positively predict IWB. Additionally, life satisfaction was found to moderate the relationship between organisational embeddedness and IWB, but not the relationship between community embeddedness and IWB. At low levels of life satisfaction, the JE and IWB relationship was non-existent. Practical implications Organisations can potentially foster employee innovation by adopting strategies that seek to strengthen employee embeddedness in the organisation and in their community. Originality/value Studies on the effect of JE on IWB, particularly in small and medium enterprises and the influence of life satisfaction is sparse. This study redresses this imbalance in the knowledge base.
15
Cant, Michael Colin, Johannes Arnoldus Wiid, and Carly Prinsloo. "Cross cultural differences in loyalty, morality and codes of ethics in African countries: a Nigerian and South African study." Corporate Ownership and Control 11, no. 4 (2014): 599–608. http://dx.doi.org/10.22495/cocv11i4c7p2.
Full textAbstract:
Negative behaviour within an organisation affects the reputation, and the operations of an organisation. The factors that have an influence on behaviour include morality, ethics and loyalty. With numerous influences on morality and loyalty alike, ethical codes are varying among countries, organisations and individuals. The fluctuating nature of codes of ethics means that organisations working together, which are based in different regions, have different expectations and perceptions of ethics based on the codes of ethics established within their organisations. The results indicated that small business owners in leading African countries (South Africa and Nigeria) have similar views on moral behaviour and concern for ethical misconduct in the workplace
16
Adamson, Ivana. "MANAGEMENT CONSULTANT INTERVENTION STYLES AND THE SMALL ORGANISATION." Journal of Small Business and Enterprise Development 4, no. 2 (February 1997): 55–64. http://dx.doi.org/10.1108/eb020980.
Full text
17
R.T. White, Gareth, Matthew Lomax, and Glenn Parry. "The implementation of an environmental management system in the not-for-profit sector." Benchmarking: An International Journal 21, no. 4 (July 1, 2014): 509–26. http://dx.doi.org/10.1108/bij-11-2012-0073.
Full textAbstract:
Purpose – This paper aims to examine the implementation of the Eco-Management and Audit Scheme (EMAS) in a non-profit, small-to-medium sized-enterprise (SME) in the UK. Design/methodology/approach – A four-year participatory action research study is made upon knowledge transfer partnerships between the University of the West of England and the Royal Bath and West Society. Findings – Through the adoption of EMAS, the organisation was able to identify operational improvements as well as make significant efforts to improve its environmental performance, reducing its carbon footprint by 30 tCO2e per annum and gaining new business. Research limitations/implications – The study is made upon a single not-for-profit organisation in the UK. Practical implications – It presents the costs, benefits and challenges that the organisation faced. Techniques that were used to successfully manage the environmental management systems (EMS) development are also discussed. The investigation identifies deficiencies in the materials that are provided to support companies that are seeking EMAS certification. To improve the uptake of these EMS and assist companies in their successful pursuit of ISO 14001 and EMAS, this supporting documentation requires enhancement. Originality/value – There has been relatively little empirical research around the development and benefits of organisational EMS. Even less has focussed upon the specific constraints and opportunities that face non-profit organisations when implementing EMAS. This paper addresses this gap, identifying its costs and tangible benefits.
18
Douglas, Heather, Buriata Eti-Tofinga, and Gurmeet Singh. "Hybrid organisations contributing to wellbeing in Small Pacific Island Countries." Sustainability Accounting, Management and Policy Journal 9, no. 4 (September 3, 2018): 490–514. http://dx.doi.org/10.1108/sampj-08-2017-0081.
Full textAbstract:
Purpose This paper aims to examine the contributions of hybrid organisations to wellbeing in small Pacific island countries. Design/methodology/approach The concept and different forms of hybrid organisations are examined, and then the operation and contributions to wellbeing of three Fijian hybrid organisations are considered. Findings Hybrid organisations in this region operate with a commitment to the common good and an ethic of care. Fijian hybrid organisations improve social and economic wellbeing for individuals, families and communities by providing employment, schools and training facilities, financial and support services, sustainable agriculture projects and facilitating networking. These services improve individual and community social and economic wellbeing, build resilience, add to personal and family security, offer opportunities for the future, advance leadership skills and sustain the environment. Commercial activities that support these organisations in their wellbeing endeavours include product sales, service fees, project levies and investment income. Research limitations/implications Generalisability beyond the Pacific region is not assured, as this review only examines hybrid organisations in small Pacific island countries. Practical implications Hybrid organisations offer an alternative pathway to achieve a sustainable enterprise economy, an approach that is more culturally relevant for the Pacific region. Policies to nurture the development of these organisations, and research into the startup, operation, impact and effectiveness of different hybrid organisation models would help to improve wellbeing in this region. International charities and aid agencies could advance the wellbeing of people living in this region by supporting the development of hybrid organisations. External agencies seeking to support hybrid organisation development are advised to consider providing funding through a regional agency rather than engaging directly with national governments. Social implications Developing a robust hybrid organisation sector will improve social and economic wellbeing for people living in small island nations. Originality/value As one of the first studies to examine wellbeing and hybrid organisations, this review adds to hybrid business theory by its consideration of small Pacific island countries. The authors add to existing understandings of how hybrid organisations contribute to social and economic wellbeing for individuals, families and communities. The review identifies each form hybrid organisational form adopts. Each has a central commitment to generating social and economic value but different revenue sources. The review adds valuable new knowledge to the limited scholarship of this region by identifying the philosophical foundations and contributions to wellbeing of these hybrid organisations. A future research agenda and policy development process is proposed to improve wellbeing and advance hybrid organisations in the region.
19
Sephapo, Catherine Mpolokeng, Johannes Arnoldus Wiid, and Michael Colin Cant. "The perception of sponsorship usefulness among South African small business owners." Corporate Ownership and Control 11, no. 4 (2014): 475–88. http://dx.doi.org/10.22495/cocv11i4c5p6.
Full textAbstract:
Sponsorship is a powerful marketing tool that organisations in South Africa are embracing. From the evaluation of the sponsorship growth over the years, the industry in South Africa has developed from a R63 million industry in 1985 to the value of just under R7 billion in 2011 (City Press, 2012). Small businesses in South Africa are faced with the challenge of effectively reaching target segments. These small businesses are restricted in terms of limited marketing budgets and therefore need alternative ways of improving their brands in the eyes of the consumer. Theoretically, sponsorship is considered to improve the brand image of an organisation and ultimately improve sales. However, the question that this study aims to answer is whether small business owners perceive sponsorship to be a useful tool that even they can utilise. The study made use of a quantitative approach whereby a web-based questionnaire was distributed to small business owners. The findings indicated that the general attitude towards sponsorship as a marketing tool is positive. The correlation between sponsor sincerity and sponsorship usefulness was found positive; however, average in strength. Although sponsorship is seen as a useful tool, 15.4% of the respondents indicated that they would not consider using this marketing tool. This response may provide an opportunity for further research to be conducted which may shed some light on the strategies small business owners perceive to be most effective for their unique circumstances
20
Carney, Mick. "State Development Strategies for Small Enterprises: The Role of Structural Service Agencies." International Journal of Innovation Management 01, no. 02 (June 1997): 151–72. http://dx.doi.org/10.1142/s1363919697000097.
Full textAbstract:
How can small and medium-sized enterprises (SMEs), collectively and individually, improve their capacity to compete in international markets dominated by large, resource-rich firms? Beyond providing financial assistance or market protection, can the state contribute to the development of SME capabilities? The creation of structural service agencies in certain Italian industrial districts suggests that the state may promote the development of specific competencies and capabilities among populations of small firms. This paper describes the logic and operation of structural service agencies, quasi-public organisations, which offer services possessing scale and scope economies to spatially clustered industries. Examples from Asia, North America and Europe are used to illustrate the discussion. The environmental conditions and organisational choices facing agency managers are examined. A transactions costs perspective frames the discussion but also draws upon the literature on organisation trust and industry clustering.
21
Garavan, Thomas N., Harris Neeliah, Raj Auckloo, and Raj Ragaven. "Human resource development in Mauritius: context, challenges and opportunities." European Journal of Training and Development 40, no. 4 (May 3, 2016): 210–14. http://dx.doi.org/10.1108/ejtd-04-2016-0018.
Full textAbstract:
Purpose The purpose of this paper is to explore human resource development (HRD) in Mauritius and the challenges and opportunities faced by organisations in different sectors in adopting HRD practices. Findings This special issue presents four papers that explore dimensions of HRD in public sector, small- and medium-sized enterprises (SMEs) and tourism organisations. It also reports on human capital development in the Mauritian economy generally. Research limitations/implications There is a paucity of knowledge and understanding on HRD in Mauritian organisations. There is significant scope to further explore the effectiveness of national policies and interventions in enhancing HRD and human capital capability. Practical implications The four papers highlight the important role of organisational champions and of the selection and implantation of HRD practices that are good contextual fit and which can contribute to organisation performance.
22
Unzueta, Gorka, Aritz Esnaola, and Jose Alberto Eguren. "Continuous improvement framework to develop cultural change: case study, capital goods company." TQM Journal 32, no. 6 (May 7, 2020): 1327–48. http://dx.doi.org/10.1108/tqm-02-2019-0051.
Full textAbstract:
PurposeIn this study, a frame of reference was developed to adapt and execute a continuous improvement process (CIP) for reinforcing a continuous improvement (CI) culture in an organisation. The study was undertaken in a mature capital goods company that did not succeed in institutionalising CI despite deploying many CI tools over the years. The organisation thus needed a model that was adapted to its reality and strengthened the aspects of CI through cultural changes at the organisational level.Design/methodology/approachAction research was used to implement the CIP, and this research method was reinforced using a hermeneutic phenomenological approach to analyse the results.FindingsThe CIP was validated in four units of analysis within the organisation. For the validation, aspects relevant to organisational cultural change and their metrics were identified. The results showed that the main barriers to the development of CI in the case organisation were lack of teamwork and poor assimilation of new CI routines.Research limitations/implicationsThe study was applied only in one organisation. Therefore, results cannot be generalized although the process and methodology followed to adapt and implement the CIP could be applied within other organisations.Originality/valueThe paper presents a CI frame of reference and describes how a CIP applied to a small- and medium-sized industrial enterprise generated cultural changes and promoted organisational excellence in the pursuit of CI, by using a hermeneutic phenomenological methodology approach.
23
Barnatt, Christopher. "Virtual Organisation in the Small Business Sector: The Case of Cavendish Management Resources." International Small Business Journal: Researching Entrepreneurship 15, no. 4 (July 1997): 36–47. http://dx.doi.org/10.1177/0266242697154002.
Full text
24
Low, Mei Peng, and Seng Fook Ong. "The Manifestation of Internal Corporate Social Responsibility on Employee’s Behaviour in Small Medium Sized Enterprises." Journal of Social Science Studies 2, no. 2 (June 19, 2015): 259. http://dx.doi.org/10.5296/jsss.v2i2.7659.
Full textAbstract:
<p>Corporate Social Responsibility (CSR) has gained increasing attention and popularity since the last decade. There are many CSR debates arise since then. These debates were shaped by trends and fundamental changes of the political, social, and economic spheres of life. Tracing back, the precursor to CSR was topic of charitable giving, which had been in existence since 1980s. Todate, CSR has evolved to a business concept that had been accepted widely. Business corporations are focusing on CSR due to tremendous pressures from the society. Presently, CSR approach has emerged from focusing on the shareholders to stakeholders due to the acknowledgement of the crucial roles of stakeholders in every organisation. Stakeholder management and CSR is a relational affair. Stakeholder theory involves list of critical stakeholders namely employees, suppliers, customers, media, local communities, NGOs, that could be source of new competitive advantage. This present a research agenda to look into internal CSR practices as to how it manifest among the crucial stakeholders of every organisation, i.e. the employees, on their attitudes and behaviours. As Small Medium Sized Enterprises (SMEs) are gaining its foothold in Malaysia, they also encountered many challenges, one of these is the issue of high employee turnover that lead to substantial costs to the organisations. The findings reveal that internal CSR practices enhanced employee’s job satisfaction and also resulted in the reduction of employee’s turnover intention. It was interesting to discover that internal CSR practices enhance employee’s organisational commitment like job satisfaction, but it failed to reduce employee’s turnover intention through enhanced organisation commitment as a result of internal CSR practices. The results also show that perceived ease of movement has an impact on employee’s turnover intention.</p>
25
Crowley-Henry, Marian, Edward P. O'Connor, and Blanca Suarez-Bilbao. "What goes around comes around. Exploring how skilled migrant founder–managers of SMEs recruit and retain international talent." Journal of Global Mobility: The Home of Expatriate Management Research 9, no. 2 (May 4, 2021): 145–65. http://dx.doi.org/10.1108/jgm-01-2021-0003.
Full textAbstract:
PurposeThis micro-level study unpacks the recruitment and retention of international professionals to small and medium-sized enterprises (SMEs). The study highlights the influence of the founders' international experience when applying organisational-level (meso) policies and practices. With their insider experience as skilled migrants, we share how the founders in each of the SMEs mobilised career capital into human resource management (HRM) strategies.Design/methodology/approachCombining literature on SMEs and skilled migrants' careers, we draw upon intelligent career theory to illuminate the recruitment and retention of self-initiated expatriates and skilled migrants in SMEs. With three SME case studies as samples–one micro, one small and one medium-sized organisation in Ireland–we consider the influence of the founders' international experience in the design and application of formal and informal HRM strategies (at the organisational level) that are operationalised to recruit and retain international talent to/in these organisations.FindingsThe HRM practices in the three SME cases in this paper, each run by migrant founders, vary from formalised (for our medium-sized organisation), semi-formalised (for our small-sized organisation) to ad hoc and tailor-made (for our micro-sized organisation). These particular SMEs were often more receptive to hiring other migrants. The important role of the three SME case studies' skilled migrant founders and their own international career experiences was apparent in the particular HRM approaches they adopted. The relevance of intelligent career theory when applying micro-level findings at the meso-organisational level is shown.Originality/valueThe paper presents how the international experience of founder–managers, in turn, impacts on the HRM practices and policies that are implemented to recruit and retain international employees. The study highlights how both organisation size and founder-manager international experience influence the degree of customisation of HRM practices and policies in SMEs, specifically pertaining to the recruitment and retention of self-initiated expatriates and skilled migrant employees. The heterogeneity within the sub-categories encompassed under the umbrella label of SME is emphasised; validating our case study approach, where nuance and detail of the specific organisation can be shared.
26
Nasir, Zafar Mueen. "S. S. Khanka. Human Resource Management: (Text and Cases). New Delhi: S. Chand & Company Ltd. 2007. 449 pages. Paperback. Indian Rs 300.00." Pakistan Development Review 48, no. 1 (March 1, 2009): 100–101. http://dx.doi.org/10.30541/v48i1pp.100-101.
Full textAbstract:
Human Resource Management (HRM) is a process of procuring, developing, maintaining and controlling competent human resource in the organisation so that the organisational goals are achieved in an effective manner. HRM has undergone tremendous change in its functions over the past 20-30 years. Many years ago, large organisations looked at the “Personnel Department,” mostly to manage the paperwork around hiring and paying people. But more recently, organisations consider the major role of HR Department as staffing, training and helping to manage people so that people and the organisation perform at the highest level of their capacity. The modern HRM views manpower as resource and asset of the organisation rather than just considering it burden on the resources. Usually large national and international businesses utilise these services due to their multidimensional operations and sizable employment. Small businesses carry out these activities by themselves to save cost associated with full-or part time help. However, they generally ensure that employees have—and are aware of— personnel policies conform to prevailing regulations. These policies are developed by the HRM professionals in the form of employee manuals and handbooks.
27
Upstill-Goddard, James, Jacqui Glass, Andrew Dainty, and Ian Nicholson. "Implementing sustainability in small and medium-sized construction firms." Engineering, Construction and Architectural Management 23, no. 4 (July 18, 2016): 407–27. http://dx.doi.org/10.1108/ecam-01-2015-0015.
Full textAbstract:
Purpose – Construction organisations are becoming increasingly aware of the impacts of their operations, from both an environmental and, more recently, a social viewpoint. Sustainability standards can enable an organisation to evidence a benchmarked level of performance against a particular issue. To date, research on standards has largely focused on the operational and administrative aspects of their enactment, rather than how they might affect – and be appropriated by – organisational actors. The purpose of this paper is to examine how capacity for learning can affect the success of implementing standards within two construction SMEs. Design/methodology/approach – Taking an organisational learning and absorptive capacity (ACAP) perspective, this research uses the case study approach and abductive logic to understand what role learning plays with regard to sustainability standard implementation. Findings – The results reveal that strong communication channels and commitment to training programmes increase the capacity for implementing standards, but that SMEs tend only to approach standards if they see immediate financial benefits stemming from their implementation. Practical implications – SMEs provide a challenging context for the implementation of sustainability standards unless there are significant external levers and extrinsic motivation for them to be embraced. Care should be taken in incorporating these aspects into the future design of standards that are more aligned with SME needs. Social implications – Stakeholders should seek to apply pressure to firms to positively influence engagement with sustainability standards. Originality/value – The role and importance of ACAP is an underdeveloped debate in the certification field. This study is the first that links the process of implementing a standard with the ACAP of an organisation.
28
Etim, Etim Osim, Nsima Johnson Umoffong, and Ihenyen Joel Confidence. "An Assessment Of The Challenges Of Adoption Of Quantitative Models In Decision Making By Small And Medium Scale Enterprises In Nigeria." IAR Journal of Business Management 3, no. 02 (April 10, 2022): 12–20. http://dx.doi.org/10.47310/iarjbm.2022.v03i02.003.
Full textAbstract:
The complexity of managerial decision require that careful analysis be made to avoid making wrong decisions and avoid heavy losses. Whether a manufacturing firm, service organisation, or e- commerce business, available resources have to be maximized optimally otherwise, the erratic failure is clouded with uncertainty. As a result of this, organisational decision making should not be made on the basis of trial and error or rule of thumb approach. In today’s business world, several scientific and analytical management techniques have been developed and applied in the decision making process. The successful application of these techniques could help small and medium enterprises attain high efficiency and operational effectiveness. This study adopts an empirical review of literatures as well as a conceptual approach to analyse the various challenges faced by small and medium sized businesses in the adoption of quantitative models in making their business decisions. Managers of entities should ensure collection of adequate and accurate data for analyses to enhance decision-making.
29
Coetzer, Alan, Janice Redmond, and Vern Bastian. "Strength-based coaching: making the case for its adoption in small businesses." Development and Learning in Organizations: An International Journal 28, no. 3 (April 1, 2014): 6–9. http://dx.doi.org/10.1108/dlo-11-2013-0085.
Full textAbstract:
Purpose – The purpose of this paper is to make the case that owner-managers of small businesses should consider using strength-based coaching as a key element of their performance management and learning and development endeavours because small businesses are potentially well-suited to this type of developmental intervention. Design/methodology/approach – In making the case, we draw on literature primarily in four areas: performance management, positive psychology, strength-based management and small business management. The case for adopting strength-based coaching is also underpinned by the practical insights of an experienced small business manager. Findings – The informal internal organisation found in most small businesses makes the small business context potentially well-suited to strength-based coaching. In particular, the informal characteristic of small businesses promotes close working relationships between owner-managers and employees and broadly defines work roles. Such a work context is conducive to strength-based coaching that involves owner-managers capitalising on the unique abilities of each employee by redefining work roles to fit employees’ strengths. Practical implications – Using strength-based coaching to align employees’ strengths with the work of the small business should have positive effects on the key variables of individual and collective performance and ultimately business results. These variables of performance are employee ability, motivation and opportunity to perform. Originality/value – After database searching, it seems that there is no previous work that has examined the potential efficacy of strength-based coaching in a small business context. The paper has value for small business managers who are seeking practical guidance on how to improve their current approaches to both managing employee performance and fostering the learning and development of the staff.
30
YUSUF, ATTAHIR. "AN EMPIRICAL INVESTIGATION OF THE ORGANISATION LIFE CYCLE MODEL FOR SMALL BUSINESS DEVELOPMENT AND SURVIVAL IN THE SOUTH PACIFIC." Journal of Enterprising Culture 05, no. 04 (December 1997): 423–45. http://dx.doi.org/10.1142/s0218495897000247.
Full textAbstract:
Four general stages appear to be common in the organisational life-cycle of small businesses in Papua New Guinea (PNG): Formation, Early Growth, Later Growth and Maturity. Owner/managers confront different set of problems as the life-cycle of their businesses progressed inevitably shifting their operational and management priorities, degree of involvement in running the business, and the scope of management. External environmental problems appear predominant over the life-cycle particularly in the formation and survival stages. Internal problems predominate the late growth and maturity stages. Planning emerged as the biggest problem of small businesses in PNG. At the formation stages, developing a viable business plan for the sourcing of funds and establishing a direction for the business was the major planning problem. Marketing planning problems were more prevalent in the growth stages, and financial planning problems appeared at both the formation and maturity stages. Other problems, such as poor customer contact and weak and fragmented market, spanned the life cycle stages. The organisational life-cycle concept was shown to be adaptable across cultures but problems at different stages of the organisational life-cycle differed across cultures and level of economic development of nations.
31
Perry, Martin. "Trade associations: Exploring the Trans Tasman environment for business associability." Journal of Management & Organization 15, no. 4 (September 2009): 404–22. http://dx.doi.org/10.5172/jmo.15.4.404.
Full textAbstract:
AbstractTrade associations are a form of business network distinguished by third party coordination and representation of sector-affiliated organisations. In New Zealand, a recent review found that trade associations have made increasing contributions to industry and business development. The possibility that New Zealand's associations benefit from a small country advantage in supporting collective activity is explored. This follows suggestions in the New Zealand survey and Nordic claims that small economies benefit from shared trust that facilitates business cooperation. A matched sample of 13 Australian and New Zealand trade associations reveals that New Zealand's associations tend to have higher levels of membership and are less troubled by ‘free riders’ than their Australian counterparts. There is weak evidence that support for trade associations reduces with increases in enterprise diversity (size and activity specialization) within an industry and that the organisation of industry value chains influences trade association activity. Any advantage in maintaining participation is reduced by the greater resource strength of Australian associations. Further investigations of Trans Tasman differences in business associability are justified.
32
Pérez Sigüenza, Marta, Laura Rodríguez-León Rodríguez, Juan Manuel Ramon Jeronimo, and Raquel Flórez López. "Management Control Systems and International Entrepreneurship in Small, Young Firms from Resource-Based Theory, Contingence, and Effectuation Approach Perspectives." Journal of Risk and Financial Management 15, no. 8 (August 15, 2022): 363. http://dx.doi.org/10.3390/jrfm15080363.
Full textAbstract:
This study analyses how entrepreneurs adapt or change international control management and organisation structures in response to their resources and capabilities and the context of the situation, from the resource-based theory (RBT) and contingency and effectuation framework approaches, taking the dynamism from knowledge-intensive services (KIS) into consideration. A multiple case study has been performed, based on semi-structured interviews with nine founders (entrepreneurs) of less-than 5-year-old international businesses who are actively involved in the management. All the interviews have been recorded, coded, and analysed through factsheets. The findings suggest that there is a relation between entrepreneurship and the characteristics of the entrepreneur; the character of owners or founders is key to embarking on this kind of business challenge. Furthermore, the age and nature of the manager—entrepreneur or non-entrepreneur—influence the business direction. This research analyses the role of the founder, owner, and/or management depending on the resources, capabilities, and uncertain contexts of the small, young firms. The age of the organisation’s and the degree of professionalism of the management’s impact on the management style and the use of control mechanisms are scarcely analysed yet, which could improve the relationships in MCS to achieve local and global control needs.
33
Liukinevičienė, Laima, and Jurgita Blažienė. "The Discourse of the Resilience of Hospitals in the Theoretical Context of the Organisation’s Concept of Resilience and Factors." Socialiniai tyrimai 45, no. 1 (February 20, 2022): 8–35. http://dx.doi.org/10.15388/soctyr.45.1.1.
Full textAbstract:
Recovery and resilience, the ability to operate under the conditions of uncertainty – these challenges are now becoming the key tasks for each organisation. The research of the organisation’s concept of resilience is primarily linked to ecological sciences, followed by studies in social sciences linked to vulnerability and resilience of social groups, communities, cities, and organizations as systems. The efforts of scientists to develop the analysis, measurement instruments of resilience, observable resilience indicators systems, indices, regional vulnerability maps, development of regional resilience policies, etc. are visible. Scientists indicate that resilience is a complex ability and process and can be defined differently, depending on the contexts, but all of them are united by the notion that it is a positive effect in preparing for or after challenges, that it must be encouraged (Lee et al., 2016). The organisation’s theoretical concept of resilience is not widely developed and there is a lack of information on how organisations become resilient.The research aims to define the concept of organisation’s resilience, its features and factors as well as to reveal the concept of the resilience of hospitals in the theoretical context of the resilience of the organisation. The following research methods were used: the analysis, generalization and systematization of the content of scientific literature, synthesis of ideas based on scientific analysis.The definition of the concept of organisation’s resilience is based on a previous empirical research conducted by Barasa et al. (2018) as well as on the latest scientific insights:
According to Jucevičius et al. (2017), resilience as the ability to regain strength after changes or errors is conceptually different from the concept of robustness, which describes systems that ignore environmental impacts. The resilience of an organization is the intrinsic ability of an organization to maintain and return to a dynamically stable state. It is the maintenance of resources in a sufficiently flexible form to allow them to be spontaneously adapted in the event of an unforeseen threat. Continuous harmonisation of the monitoring of small errors with improvisation provides employees with expert and wider competencies for more flexible adaptation.
The idea proposed by Gricevičius (2019) to link the resilience of the organization to the ability to survive and even thrive during a crisis supports the idea of Gečienė and Raišienė (2019, 2020) that the resilience of the organization should be understood more as a capacity and process than a result, and as adaptation rather than stability (Gečienė et al., 2020).
Insight into the fact that we are constantly strengthening the resilience of organisations by adapting to changes at three levels: the potential of the resources available in the system, participants in the internal communication system and variables, creative and flexible responses to the challenges (Holling and Gunderson, 2002, cited in Gečienė, 2020); that the resilience of the organisation must be perceived as a long-term goal (Litz, 2005, cited in Gečienė, 2020).
Beuran and Santos (2019) consider that three definitions are important in the organisation’s conceptualisation of resilience: resilience as an organisational characteristic; resilience as a result of the organisation’s activities; resilience as an identification of disorders that the organisation can tolerate.
The theoretical concept of organization’s resilience is developed by defining external and internal factors of resilience. The external factors of the resilience of public sector organisations include the following: 1) political factors that directly or indirectly influence organisations’ involvement in a greater focus on the organisation’s sustainable development, unforeseen challenges in the long term; 2) economic factors (e.g. availability of financial resources); 3) technological factors (e.g. availability of hardware and software; digital progress), social factors (e.g. decentralisation as management practice in the public sector, coordination of systems, greater awareness of resilience in society, etc.). Disseminating the experience of business organisations in adapting to challenges in the media has also become a social factor.According to scientific practice (Barasa et al. (2018); Gečienė (2020)), to analyse the passive and active resilience of the organisation, we have divided the internal factors of the organization’s resilience into two groups:
1. Passive or operational, adaptive resilience of the organisation. The factors are as follows: 1) prudent management of public (physical, economic, organisational, social, human) capital, assets held or entrusted with management; management of organisational change management, absorption, adaptability, reconstruction capacity is essential; 2) a balanced organisational routine and structure; 3) management and continuous improvement of internal information and communication systems; 4) management (managerial) practices; 5) organizational culture.2. Active or planned, strategic, otherwise capability-oriented resilience of the organization. The factors are as follows: 1) the organisation’s resilience planning, strategy; 2) the organisation’s external policy focused on strengthening resilience; 3) continuous involvement in the analysis, application, development of managerial innovations; 4) leadership and continuous improvement of the organisation’s resilience competencies.Hospitals are organisations whose management is subject to the same managerial principles as in budgetary institutions in general, and therefore the analyzed resilience features of organizations are also applicable to hospitals. Due to the specific purpose of organisations (human health is one of the most important values, health care is a constitutionally justified objective and public interest) and relevance during the 2020–2021 pandemic, there is an increase in the discourse of the scientific resilience of the health system, driven also by increased interaction between politicians, scientists and medical professionals. The resilience of the health system and individual health care institutions is becoming a priority objective of public policy, and the issue of resilience is linked not only to post-crisis recovery but also to the active prospect of resilience – to be prepared for future challenges. In addition to adaptive and planned resilience in the discourse of health system, science activates a discussion on the concept of everyday resilience, as hospitals have to deal with unforeseen challenges every day, the consequences of which can affect patients.
34
Rowell, James. "Do organisations have a mission for mapping processes?" Business Process Management Journal 24, no. 1 (February 2, 2018): 2–22. http://dx.doi.org/10.1108/bpmj-10-2016-0196.
Full textAbstract:
Purpose The purpose of this paper is twofold: to identify and explore the reasons why organisations decide to use process mapping software (PMS) facilities in support of business process management (BPM); and to determine the objectives set by senior management for its introduction, and understand extent to which organisations achieve expected benefits. Design/methodology/approach This paper uses an exploratory research design and investigates the elements of organisations’ objectives, implementation and evaluation of using PMS. The research data were collected through semi-structured interviews with business managers responsible for the implementation of PMS. The respondent organisations were selected from a range of industries who were using the same software. Findings The results of the research show that organisations do set objectives for using PMS, relevant to a wide range of business, operational and strategic objectives, dependant on the needs of the organisation. Additionally, the results show that some gain further advantages post-implementation, based on their PMS experience. Regarding explicit evaluation of their investment, organisations attempt this to a very limited extent; whilst recognising a broad a range of “softer” benefits. Research limitations/implications This exploratory research has been conducted on a small range of organisations, all using the same software, therefore the results cannot be clearly generalizable. The research suggests organisations are making effective decisions regarding adopting PMS, further research on the evaluating its benefits could support better decision-making in the future. Practical implications The practical implications of this research are for decision-makers in organisations recognising and understanding the strategic/operational benefits that could be achieved by implementing a software system for BPM. Originality/value Whilst the use of process mapping of organisation’s operations is widespread the benefits achieved by organisations are only partially understood. Knowledge of the strategic impact of BPM is limited, as reported by numerous researchers. This research attempts to explore the context of organisations using such software, and point towards further approaches to its investigation.
35
Pioch, Elke, and John Byrom. "Small independent retail firms and locational decision‐making: outdoor leisure retailing by the crags." Journal of Small Business and Enterprise Development 11, no. 2 (June 1, 2004): 222–32. http://dx.doi.org/10.1108/14626000410537164.
Full textAbstract:
The importance of location to retail organisations has long been recognised in the geography and retail marketing literatures, with subjective and “gut feel” methods of evaluation emerging as highly significant factors in the decision‐making process. Through the application of existing frameworks we seek to highlight the importance of location to small independent retailers in the context of outdoor leisure retailing. The case of “UpFront”, a pseudonym for a retailer operating four outlets in Great Britain, is presented. It is shown that, although based largely on luck and opportunism, the firm's locational “strategy” has been crucial to its success as a leading player in the sector. Based on detailed interviews with the managing director and employees, the role and importance of location as a critical success factor to the organisation is presented. In conclusion, a call is made for greater engagement with the nuances of location to small retail organisations, given its impact on a large number of retail operations.
36
Coetzer, Alan, Chutarat Inma, Paul Poisat, Janice Redmond, and Craig Standing. "Job embeddedness and employee enactment of innovation-related work behaviours." International Journal of Manpower 39, no. 2 (May 8, 2018): 222–39. http://dx.doi.org/10.1108/ijm-04-2016-0095.
Full textAbstract:
Purpose In a highly competitive globalised environment, the innovation behaviour of employees plays a key role in the economic viability and competitive advantage of organisations. In this context, developing the understanding of innovation work behaviour is important for the field of individual innovation and this is the focus of the study. The paper aims to discuss this issue. Design/methodology/approach Data were collected using a survey from 549 employees in organisations operating in four major business centres in South Africa. Findings On-the-job embeddedness was positively and significantly related to innovation behaviours by employees in organisations operating in diverse industries. Consistent with the view that small organisations have a “behavioural” innovation advantage over larger organisations, the size of the organisation moderated the positive relationship between on-the-job embeddedness and innovation behaviours. On-the-job embeddedness was more positively related to innovation behaviours in small organisations than in larger organisations. Practical implications Employees who are highly embedded in their jobs (but not necessarily their communities) are more likely to enact innovation behaviours than employees who are not similarly embedded. Human resource management professionals and line managers can potentially foster employee innovation behaviours through adopting strategies aimed at positively influencing the fit, links and sacrifice dimensions of on-the-job embeddedness. Originality/value The study contributes to theoretical and empirical expansion of job embeddedness (JE) by examining: how work and non-work forces that attach employees to their organisations influence their propensity to enact innovation behaviours; and how organisation size moderates the relationship between JE and innovation behaviours. The results will help managers who wish to foster innovation.
37
Valk, Reimara, and Gabriella Planojevic. "Addressing the knowledge divide: digital knowledge sharing and social learning of geographically dispersed employees during the COVID-19 pandemic." Journal of Global Mobility: The Home of Expatriate Management Research 9, no. 4 (October 25, 2021): 591–621. http://dx.doi.org/10.1108/jgm-02-2021-0019.
Full textAbstract:
PurposeThe purpose of this paper is to investigate digital knowledge sharing (KS) and social learning (SL) of geographically dispersed employees during the COVID-19 pandemic.Design/methodology/approachThe method is qualitative case study action research within a leading global provider of comprehensive logistics and transportation solutions; 22 employees from various geographically dispersed entities were selected through purposive sampling. Employees took part in interviews to explore their perspectives on and experiences with digital KS and SL.FindingsFindings first show that successful digital KS and SL hinges on the motivation, intentions, attitude and behaviour of employees to share and co-create knowledge embedded in supportive KS culture and climate. Second, findings show that the implementation of knowledge sharing platforms customised to the needs and preferences of employees within the case study organisation facilitated KS and SL, which in turn aided the development of individual and organisational capability, agility and adaptability required in the contemporary, digital knowledge economy, especially during the COVID-19 pandemic.Research limitations/implicationsThis research was a single case study of an organisation within one business sector, namely logistics, encompassing a small sample of 22 employees. Hence, this study does not permit statistical generalisation but only permits internal generalisation.Practical implicationsForming and sustaining networks of influencers, i.e. employees who are role models of digital KS and SL, who serve as strong advocates and ambassadors for instilling a KS culture and climate within the organisation have a powerful influence on evoking digital KS and SL organisation-wide.Originality/valueThe contribution of this paper is that it presents an evidence-based “Digital Knowledge Sharing and Social Learning model” depicting the factors that influence digital KS and SL, the benefits and outcomes. This model aids researchers and practitioners to better understand the dynamics of digital KS and SL between organisational members in a cross-cultural business environment during times of crises.
38
Kerbouche, Mohammed, and Imene Bouguesri. "A Structural Analysis of the Chinese Patriarchal Family Business Model: What Happens in the Corridors of the Shrine?" Economics and Business 34, no. 1 (February 1, 2020): 224–45. http://dx.doi.org/10.2478/eb-2020-0015.
Full textAbstract:
Abstract The family business features a replica of the family model, carrying the DNA of its structural foundational principles that sow the seeds of the vision of its creator (the family head). They are nonetheless bound by several external factors that determine their growth path. As the market is a highly unstable environment, resilience in strategy is demanded to maintain enterprise survival and improve its performance. In the present research, we attempt, firstly, to display the findings of an analysis of small and medium-size Chinese organisations that sketches their characteristics, including the following elements: the style of the leader, decision-making style, leadership style, organisation structure, supervision, variables related to the manager and organisation ownership. Secondly, we delineate the impact of the implementation of a set of strategy configurations on Chinese business effectiveness. The research findings reveal a considerable impact of the aforementioned variables on Chinese SME effectiveness; they reflect a strong presence of the produce or perish leadership style, a predictable characteristic of enterprises led by males (with an effect estimated with 0.48) combined with the entrepreneurial type of leader that entails a strict mode of management (centralization) and subsequently influences business effectiveness. All these characteristics confirm the replication of the family management style within SMEs.
39
Mohammad, Ibrahim Salih, and Chike F. Oduoza. "Lean-excellence business management for manufacturing SMEs focusing on KRI." International Journal of Productivity and Performance Management 69, no. 3 (May 22, 2019): 519–39. http://dx.doi.org/10.1108/ijppm-11-2018-0389.
Full textAbstract:
Purpose The purpose of this paper is to develop an effective framework for implementing Lean strategies in small- and medium-sized enterprises (SMEs) in the Kurdistan Region of Iraq (KRI). Design/methodology/approach Based on the integration of LM tools and techniques with the Malcolm Baldrige National Quality Award (MBNQA) criteria a systematic Lean implementation framework for manufacturing SMEs has been proposed. The core values, drivers and tools of the proposed framework were further developed based on case studies in three SMEs in the KRI. Findings Proposed framework is able to provide a simple pathway for SMEs to systematically implement Lean techniques in seven functional areas in order to create Lean culture in the organisation. Business performance measurement in terms of profitability, customer satisfaction, employee’s satisfaction, competitiveness growth and ergonomic improvement is presented in favour of evaluating Lean outcomes appropriately. It also presents the experience of small firms in implementing Lean programmes to show that Lean is valid in SMEs. Research limitations/implications The framework concentrates only on the internal issues of the organisation, while external variables such as national culture and external support are excluded. Practical implications The framework assists improvements in SMEs that either initially attempt to start Lean journey or those that are at more advanced levels towards excellent-Lean manufacturing. The framework can also be used as a self-assessment model to determine the degree of Lean readiness. Originality/value To the best knowledge of the author, it is the first framework that integrates Lean techniques with MBNQA criteria to support Lean implementation in SMEs. It is also the first study regarding Lean-excellence in the KRI.
40
Nuutinen, Maaria, and Katri Ojasalo. "Enhancing service innovation in a business-to-business context." International Journal of Quality and Service Sciences 6, no. 4 (November 17, 2014): 290–308. http://dx.doi.org/10.1108/ijqss-06-2013-0033.
Full textAbstract:
Purpose – The purpose of this article is to develop a theoretically and empirically grounded interdisciplinary framework for understanding service innovation in a business-to-business (b-to-b) context, particularly from the perspective of the small- and medium-sized enterprise (SME). Design/methodology/approach – This study used an abductive research process, supported by theoretical insights from a literature review, and empirical evidence from a multiple-case study. Six SME case companies were all transforming towards service logic. The empirical data consists of semi-structured interviews with the case companies and their business customers, workshops and business documents. Findings – The study identified four critical service logic-related perspectives in service innovation in a b-to-b context, and related key questions: How is potential for new service business recognised? How is freedom of action perceived? What kinds of strategies are plausible? What are the reasons, objectives and support for the change? The shared interpretation of these questions within an organisation seemed to be related to the company’s success in doing business in new ways, enhancing service innovations and in their transformation to service logic. Originality/value – This article offers a new interdisciplinary and empirically grounded perspective on innovation in the b-to-b and SME context framing the phenomenon in service logic. Tackling the questions is a precondition for SMEs in enhancing service orientation in strategy, mutual value orientation in organisational culture, their role in others’ business and collaborative business development, thus enhancing service innovations producing reciprocal value-in-use over time.
41
Venter, Jan, and B. De Clerq. "Tax compliance burden for small, medium and micro establishments in the business services industry." South African Journal of Economic and Management Sciences 10, no. 1 (February 21, 2013): 72–88. http://dx.doi.org/10.4102/sajems.v10i1.537.
Full textAbstract:
The aim of this study is to determine whether the size of a business, classified as small, medium or micro establishment (SMME), has an impact on its management of the compliance burden placed on it by taxation laws. A survey was conducted amongst small, medium and micro establishments in the business services sector in Gauteng province, South Africa. The study finds that the majority of SMMEs in the business services sector outsource their tax responsibilities due to lack of skills and time. Also, the significance of taxation inputs for making business decisions and preferences for administrative relief measures varies according to the size of the organisation.
42
Kumarawadu, Priyantha. "Achieving Competitive Advantage through Knowledge Management Initiatives in Small and Medium Software Industry." Journal of Information & Knowledge Management 07, no. 04 (December 2008): 255–65. http://dx.doi.org/10.1142/s0219649208002135.
Full textAbstract:
Increasing number of small- and medium-scale software companies (SMSCs) has remarkably pressurised them to deliver good quality software products on time at minimum cost. This study attempted to prove that knowledge management initiatives can bestow business opportunities of small- and medium-scale software companies to improve productivity, product quality, flexibility, inter-employee relationships, effective knowledge creation and knowledge utilisation while achieving their cost, quality and time targets. Thus SMSC can gain competitive advantage to sustain their business. We first identified some significant facets which benefit knowledge management initiatives in SMSCs and based on the results of a survey of SMSCs, we proved that knowledge management initiatives have a significant influence on gaining competitive advantage of SMSCs. Therefore, we confirmed that organisation preparedness towards knowledge management initiatives, knowledge management tools and processes, knowledge management education and training and knowledge creation and transformation contribute SMSCs to gain competitive advantage.
43
Rudolf Céline Basten, Florence Maria. "Narrating around." Journal of Management Development 30, no. 3 (March 22, 2011): 260–69. http://dx.doi.org/10.1108/02621711111116180.
Full textAbstract:
PurposeThe learning history is designed to describe the coming about of best practices, with their reproduction in mind. This paper seeks to discuss the implications of this instrument and presents a modified version.Design/methodology/approachThe paper uses a so‐called discursive learning history to zoom in on the interaction between a convergent, official, organisational narrative on the one hand, and people acting according to their own stories on the other.FindingsNarrative structures help to create an inner logic that helps people to make sense of their organisation. An example is the battlefield metaphor identified in an academic business school.Research implicationsIt is not easy to create a comprehensive whole out of a multitude of small, often ill‐aligned contributions. To tackle this problem, the author adjusts the method of the learning history for it to allow analysis of discursive practices.Practical implicationsWith this instrument, managers can identify patterns in the complexity of their organisations and understand what seems irrational at first sight.Social implicationsIn organisations there is a continuous tendency to create one line into this complexity. This can be disciplining and therewith can provoke all kinds of undesired behaviours.Originality/valueIt is often assumed that one can learn from history. Looking at the past and reconstructing what happened during a significant event seems an ideal way to create the coherent plot one feels comfortable with and learn from for the future. A discursive learning history shows there is more to organisations then meets the eye.
44
Pache, Gilles. "The role of Small Business in the Development of Network Organisation: The Case of France." International Small Business Journal: Researching Entrepreneurship 8, no. 4 (July 1990): 71–76. http://dx.doi.org/10.1177/026624269000800405.
Full text
45
Coetzer, Alan, Chutarat Inma, and Paul Poisat. "The job embeddedness-turnover relationship." Personnel Review 46, no. 6 (September 4, 2017): 1070–88. http://dx.doi.org/10.1108/pr-12-2015-0312.
Full textAbstract:
Purpose The purpose of this paper is threefold: first, to examine the job embeddedness (JE)-turnover intentions relationship in large and small organisations; second, to investigate how employee perceptions of each dimension of JE may differ in large and small organisations; and third, to determine if work group cohesion moderates the JE-turnover intentions relationship. Design/methodology/approach Using a short form of the original JE questionnaire, data were collected from 549 employees in organisations located in four major business centres in South Africa. Participants were from organisations in diverse industries. Findings JE predicted turnover intentions in large organisations, but not in small organisations. Contrary to expectations, employees in small organisations perceived that they would sacrifice more benefits than employees in large organisations if they were to quit. Results suggest that work group cohesion moderates the JE-turnover intentions relationship. Research limitations/implications Further research is needed to determine how JE operates in different size organisations and in urban and rural small organisations. Practical implications In small organisations, building group cohesion and persuasively communicating benefits of working in a small organisation can help to embed employees. Originality/value This study responds to calls for further JE research in a wider range of national contexts. It contributes to a more nuanced understanding of the three dimensions of JE by investigating how employee perceptions of each dimension differ in large and small organisations. The study also responds to appeals for research that examines moderators of the JE-turnover relationship by exploring work group cohesion as a potential moderator.
46
WANG, YONG, and PANIKKOS POUTZIOURIS. "LEADERSHIP STYLES, MANAGEMENT SYSTEMS AND GROWTH: EMPIRICAL EVIDENCE FROM UK OWNER-MANAGED SMEs." Journal of Enterprising Culture 18, no. 03 (September 2010): 331–54. http://dx.doi.org/10.1142/s0218495810000604.
Full textAbstract:
Apart from starting, growing and/or sustaining a business, owner-managers in small firms have the responsibility to balance business goals and managerial priorities, with ownership control tendencies and family values (as in the case of the prolific family enterprise) in a fashion that can comfort all business stakeholders. Understanding the inter-relationship among owner-manager's leadership style, intra-organisational management systems, and business growth can enable us to develop insights into how small business leaders masterfully construct a management approach that is conducive to sustainable performance. This empirical paper draws evidence from a large-scale postal survey (5710 respondents) of small and medium sized enterprises (SMEs) in the UK and explores the association of small business managerial style and performance. Logistic regression analysis reveals that the managerial style of entrepreneurs is influenced by a series of demographic and situational factors. Moreover, owner-managed businesses characterised by delegation of authority appear to achieve higher growth in sales and operationalise in a more professional way. The paper concludes with a discussion of the implications. The role of managerial style in interpreting business's growth performance will complement the leadership literature.
47
Poutsma, Erik, and Aad Zwaard. "Programming CNC-Equipment—The Effects of Automation in Small Industrial Enterprises." International Small Business Journal: Researching Entrepreneurship 7, no. 2 (January 1989): 35–43. http://dx.doi.org/10.1177/026624268900700203.
Full textAbstract:
ERIK POUTSMA and Aad Zwaard are research associates at the Economic Research Institute for Small-and Medium-sized businesses in Zoetermeer, the Netherlands. This paper focusses on the effects of new technologies in small-and medium-sized industrial businesses. The study is based on a survey of 780 enterprises in different industries and three case studies in the metals industry. One of the crucial indicators to judge the changes in work organisation and job content is where and by whom computer numerically controlled (CNC) machines are programmed. In general it can be stated that the smaller the scale of the enterprise and size of batches, the greater the number of tasks and responsibilities on the part of the operator. Furthermore, in small firms with variable runs of production, the machine operators carry out programming functions as well as tasks of optimalisation, adjustment and quality control. The number of different tasks also depends on the level of education and skills of the operator, which is slightly higher in small firms. One of the main findings is that new technologies leave room for organisational choices concerning the quality of work. If small firms are to be able to compete in the future much depends on the way they make use of modern technologies. The first concern when automation is introduced is to keep the multi-skill and autonomous character of jobs intact.
48
Majumdar, Satyajit. "Modelling Growth Strategy in Small Entrepreneurial Business Organisations." Journal of Entrepreneurship 17, no. 2 (September 2008): 157–68. http://dx.doi.org/10.1177/097135570801700204.
Full text
49
Zhuang, Lee. "The changing landscape for Chinese small business: the case of “Bags of Luck”." Emerald Emerging Markets Case Studies 1, no. 1 (January 1, 2011): 1–12. http://dx.doi.org/10.1108/20450621111126783.
Full textAbstract:
Subject area Business management, entrepreneurship, strategic management and business environment. Study level/applicability Undergraduate and Masters level business and management programmes. Case overview This case features a small labour intensive Chinese company, Bags of Luck (BoL), located in the south-eastern Fujian province. BoL makes ladies fashion handbags, unisex fashion backpacks and trendy lightweight cases for laptop and netbook computers for export to the US market. BoL have done very well over the years as a small private enterprise focusing on low-tech manufacturing and have managed to stay afloat through the most difficult period of the recent world recession. Currently troubled by fast changing market trends, rising material and employment costs, continuing appreciation of the Chinese currency, severe labour shortage, declining production volume and profitability, dated machinery, passive and reactive nature of business model, ineffective management structure and a complete lack of strategic vision, BoL is in deep crisis with its fate now hanging on the balance. Expected learning outcomes The case provides encourages students to: research into a range of current business management issues; analyse the impact of environmental changes on the survival and growth of a business organisation; develop their strategic thinking informed by real life and real-time research and assess the impact of exchange rate changes on the Chinese economy and the sustainability of Chinese model of economic growth. Supplementary materials Teaching note.
50
Baumgartner, Marc André, and Vincent Mangematin. "Strategy renewal: breaking the mould with new business models." Journal of Business Strategy 40, no. 2 (April 15, 2019): 22–31. http://dx.doi.org/10.1108/jbs-10-2017-0147.
Full textAbstract:
PurposeRepeatedly engaging in strategic exercises may lead to a certain weariness, as the same strategic processes are used over and over again. The authors advocate looking at business model as a new concept to challenge existing beliefs and what is taken for granted. This paper aims to better understand how business model renews strategic processes. Does it change the strategic process, or is it a new strategic tool? Based on an analysis of the strategic processes of eight small- and medium-sized enterprises, the authors identify four mechanisms for challenging existing strategic processes: cognitive challenge, focus on process, mindset and mindset change, cognition and capabilities. Renewing strategic tools and processes is necessary to change the lens through which the environment is viewed. This change of perspective happens because of newness in the process of how top managers read the organisation and the environment, thus adapting their business more quickly than do other companies. To combine the understanding of history necessary for strategic thinking with the ability to think outside the box requires a certain flexibility of mind, which can be called cognitive strategic ambidexterity.Design/methodology/approachBased on an analysis of the strategic processes of eight small- or medium-sized enterprises, this paper shows that it is not because of business modelling that top managers may renew their strategic approach and think outside the box.FindingsBased on an analysis of the strategic processes of eight small- and medium-sized enterprises, the authors identify four mechanisms for challenging existing strategic processes: cognitive challenge, focus on process, mindset and mindset change, cognition and capabilities. Renewing strategic tools and processes is necessary to change the lens through which the environment is viewed. This change of perspective happens because of newness in the process of how top managers read the organisation and the environment, thus adapting their business more quickly than do other companies.Originality/valueA lot of research has been conducted in the fields of strategy as practice and business model. The newness added by this article is the interlinkage between the two fields of research. Looking at the process of strategy through the lens of business modelling has so far not been covered. Cognitive strategic ambidexterity is the key.