Dissertations / Theses on the topic 'Small enterprises'
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Bajracharya, Pranisha, and Masdeu Natalia Roma. "Tacit Knowledge Transfer in Small Segment of Small Enterprises." Thesis, Linköping University, Department of Management and Economics, 2006. http://urn.kb.se/resolve?urn=urn:nbn:se:liu:diva-6209.
Full textBackground: Though small enterprises are regarded as engine for the modern economy, they are not pioneers when it comes to implementing new advances like tacit knowledge transfer procedures. Tacit knowledge is often referred as skill, know-how and expertise which are embedded in each individual in an organization. The critical skills and competences of employees are intangible assets and firms’ intellectual resources. In this context, the tacit dimension of knowledge is potentially important to be transferred among individuals, either in tacit or explicit form, to build the core capabilities of small enterprises.
Problem Discussion: The existent Knowledge Management (KM) research has been mainly focused on big companies, providing little information for small enterprises. Authors believe the lack of attention that those small enterprises are putting on the strategic management of their knowledge is worrying. Tacit knowledge is one of the less explored areas within KM due to the difficulty to codify, formulate or express it. Despite this fact, it is perceived as “some kind of Holy Grail that will enable magnificent things to happen as soon as the codes of tacit knowledge have been deciphered”.
Purpose: The purpose of this study is to increase the understanding of the transference of tacit knowledge among individuals within small segment of small enterprises.
Method: To gather the information pertaining to tacit knowledge transfer in the small segment of small enterprises, authors have performed a qualitative and explanatory research by conducting several interviews with two small companies.
Result: Tacit to tacit knowledge transfer has been identified as more relevant than tacit to explicit conversion in the small segment of small enterprises. Therefore the main drivers of the transference of tacit knowledge are learning at personal level and common culture. Time, cost and distance have been recognized as major problems for small enterprises when transferring tacit knowledge.
Juell-Skielse, Gustaf. "ERP adoption in small and medium sized enterprises." Licentiate thesis, Stockholm, 2006. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-3982.
Full textBuleje, Miguel. "The Impact of Enterprise Resource Planning Systems on Small and Medium Enterprises." NSUWorks, 2014. http://nsuworks.nova.edu/gscis_etd/108.
Full textSkandalakis, Alexandros. "Knowledge transfer between small manufacturing enterprises." Thesis, Cranfield University, 1999. http://dspace.lib.cranfield.ac.uk/handle/1826/3374.
Full textHung, Pui-ling Elsa. "Government support for small and medium enterprises (SMEs)." Click to view the E-thesis via HKUTO, 2003. http://sunzi.lib.hku.hk/hkuto/record/B31967206.
Full textPerren, Llewellyn James. "The development of micro-enterprises." Thesis, University of Brighton, 1996. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.318730.
Full textRuyter, Masood. "The measurement of enterprise architecture to add value to small and medium enterprises." Thesis, Cape Peninsula University of Technology, 2012. http://hdl.handle.net/20.500.11838/2293.
Full textSouth Africa has a complex financial and retail service industry with high reliance on the use of IT systems to ensure effectiveness and maintainability. Decision making and improved outcomes may be done through an IT aligned enterprise architecture (EA) strategy. EA is a capability that contributes to the support and success of an organisations' IT. Organisations are currently using EA to better align IT and the business strategy which provides a comprehensive v.ew of the IT system. Thus, EA is increasing in organisations yet the measurement and value of EA is limited to organisations and enterprise architects. The discussions of the benefits and value of EA has been discussed for several years, however there are still no consensus about how the benefits and value of EA can be measured. The lack and clear understanding of the benefits and value of EA needs to consider different aspects of IT as well as the shareholders when measuring the benefits and value of EA to an organisation.
Singh, Alicia. "Employee Retention Strategies in Trinidadian Small Enterprises." ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/5782.
Full textRavarini, Aurelio. "Information technology capability within small-medium enterprises." Thesis, Edith Cowan University, Research Online, Perth, Western Australia, 2010. https://ro.ecu.edu.au/theses/151.
Full textYeung, Ka-wing Ricky. "IT implementation in small and medium manufacturing enterprises /." Hong Kong : University of Hong Kong, 1997. http://sunzi.lib.hku.hk/hkuto/record.jsp?B18873406.
Full text熊佩玲 and Pui-ling Elsa Hung. "Government support for small and medium enterprises (SMEs)." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 2003. http://hub.hku.hk/bib/B31967206.
Full textAdam, Elena Daniela. "Knowledge management cloud-based solutions in small enterprises." Thesis, Internationella Handelshögskolan, Högskolan i Jönköping, IHH, Informatik, 2015. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-28275.
Full textGumel, Babandi Ibrahim. "Strategizing for Sustaining Small Business Enterprises in Nigeria." Thesis, California Southern University, 2018. http://pqdtopen.proquest.com/#viewpdf?dispub=10636125.
Full textSmall business enterprises are important to the economic growth of Nigeria because they make up 97% of the economy and contribute 70% of the country’s job opportunity. Notwithstanding the importance of small businesses in the Nigerian economy, 80% fail within the first five years. Based on system theory developed by Ludwig von Bertalanffy, the purpose of this multi-unit qualitative case study was to investigate the strategies owners and managers used to sustain operations longer than first five years. Twelve senior managers of small businesses in Dutse Nigeria participated in an interview. Methodological triangulation of interview questions was used to collect the data. Review of transcribed data and member checking were used to affirm the validity, credibility, and reliability of the study. Ten dominant themes emerged as findings: managers with educational and professional qualifications, skills, and experience; written business and strategic planning; additional financing; commitment of owners; and improved working conditions and good employees manager rapport. Other findings include the use of word of mouth and maintaining a close relationship with top 20% and high spending customers; use of local FM radio stations, social media, and face-to-face contacts marketing; and the use of e-commerce and e-payment platforms. The findings also include the use of support services; and knowledge of seasonality, cutting cost, and financial discipline. Findings might be utilized by small business owners and managers to develop success strategies to sustain operations longer than first five years which might mitigate small business failure. Mitigating small business failure might contribute to the growth of Nigerian economy.
Jensen, Joan, and n/a. "Electronic Commerce and Small and Medium Business Enterprises." University of Canberra. n/a, 2005. http://erl.canberra.edu.au./public/adt-AUC20070517.130605.
Full textRauch, Andreas. "Success factors of small and medium sized enterprises." [Amsterdam] : Amsterdam : University of Amsterdam, Faculteit Maatschappij- en Gedragswetenschappen ; Universiteit van Amsterdam [Host], 2000. http://dare.uva.nl/document/57256.
Full textYeung, Ka-wing Ricky, and 楊家榮. "IT implementation in small and medium manufacturing enterprises." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 1997. http://hub.hku.hk/bib/B31268432.
Full textLebediev, M. K. "Features of implementation of audit for small enterprises." Thesis, Київський національний університет технологій та дизайну, 2019. https://er.knutd.edu.ua/handle/123456789/14065.
Full textVihopen, Orest. "Problem questions of the enterprises of small business." Thesis, Видавництво СумДУ, 2005. http://essuir.sumdu.edu.ua/handle/123456789/13619.
Full textEkop, Dr Emmanuel. "Funding Strategies for Small- to Mid-Sized Enterprises." ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/5698.
Full textvan, Rijn Micha, and David Jansen. "Performance Measurements for Social Enterprises : With focus on Small and Medium sized Social Enterprises." Thesis, Högskolan i Jönköping, Internationella Handelshögskolan, 2015. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-26999.
Full textSarosa, Samiaji. "The information technology adoption process within Indonesian small and medium enterprises." University of Technology, Sydney. Faculty of Information Technology, 2007. http://hdl.handle.net/2100/427.
Full textOhlenschlager, Moritz. "Exit Strategies of German Small and Medium-Sized Enterprises." St. Gallen, 2008. http://www.biblio.unisg.ch/org/biblio/edoc.nsf/wwwDisplayIdentifier/03606399002/$FILE/03606399002.pdf.
Full textAndersson, Arvid, Carl-Filip Clausson, and Daniel Johansson. "Competence barriers to innovation : A study on small enterprises." Thesis, Jönköping University, Jönköping University, JIBS, Business Administration, 2009. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-7695.
Full textInnovation is, in most cases, a necessity for firms in today’s changingmarket place. It has the potential to offer firms numerous advantages,including increased profit and growth. However, innovationis no easy process and there are many barriers and impedimentsto innovation that needs to be overcome in order to efficiently innovate.A study conducted by Vinnova (2007) showed that 18% ofSMEs consider a shortage of qualified personnel as a high barrier toinnovation.
How are competence barriers to innovation experienced by smallenterprises in the selected sample? Do competence barriers to innovationvary depending on different firm characteristics and in thatcase how? Which consequences do small enterprises encounter as aresult of facing competence barriers to innovation? Are small enterprisesthat face high competence barriers to innovation more likelyto encounter consequences?
The purpose of this research report is to investigate competencebarriers to innovation within small enterprises and the consequencesthese barriers might result in.
Competence barriers to innovation are considered moderate in thissample. The highest barrier was shortage of qualified personnel necessaryfor innovation. In general, small enterprises that experienceda higher level of competition also faced higher competence barriersto innovation. The most frequently reported consequences fromfacing competence barriers to innovation were; inability to acceptcertain jobs or contracts, decreased profitability and difficulty in expandingthe business. Small enterprises which face higher competencebarriers to innovation are more likely to encounter consequences.
Gebramicheal, Zelalem Berhanu, and Tsegahiwot Teketel Habtegiorgis. "Internal Control in Swedish Small and Medium Size Enterprises." Thesis, Umeå University, Umeå School of Business, 2009. http://urn.kb.se/resolve?urn=urn:nbn:se:umu:diva-35030.
Full textSmall and medium size enterprises are currently the major part of economic activities through out the world. Nowadays, they represent about 99% of all types of enterprises in Sweden, with providing high job opportunities to its labour force as these enterprises need focus in their development; the internal control mechanism is a means and a way of directing, monitoring and measuring the SMEs resources. It plays an important role in preventing and detecting fraud and protecting the physical and intangible resources as well as leading to high efficiency of the business operation. one since it contributes a lot for the majority of business enterprise involved in SMEs.
This study examines and describes the effectiveness of internal control systems in Swedish small and medium size enterprises. The study focuses on the main five components of internal control and their impact on achieving the company’s objectives. In so doing, the study creates a better understanding of effective internal control that may be applicable to the context of SMEs and establish theoretically the features of an effective internal control for sampled SMEs. To achieve this objective we formulate one research question: system of SMEs comply with the principles of effective internal control? into how closely SMEs follow the virtues of effective internal control in their business operation.
Applying an inductive approach in qualitative interview, the study found out that, contrary to what is generally suggested, SMEs are aware of the importance of having a good internal control system. The findings of the research enabled the emergence of a theory grounded in the collected data. Indeed, the major features of an effective internal control system applicable for SMEs are found to be control activities, effective information and communication system, effective monitoring and evaluation system framework.
Key words: SMEs, internal control, control environment, risk management, control activities, information and communication, monitoring and evaluation
Mayanja, Jamiah. "Business ethics in Ugandan small and medium-sized enterprises." Thesis, Nelson Mandela Metropolitan University, 2016. http://hdl.handle.net/10948/8521.
Full textMcElroy, Rachelle, Itzel Orozco, and Renee Simard. "Applying Strategic Sustainability : For Small and Medium Sized Enterprises." Thesis, Blekinge Tekniska Högskola, Avdelningen för maskinteknik, 2006. http://urn.kb.se/resolve?urn=urn:nbn:se:bth-3015.
Full textRenee Simard #1066 Amphion St., Victoria, BC V8S 4G3 Rachelle McElroy 637 Cowper St. Victoria, BC V9A 2E8 Itzel Orozco 1138 E 22nd Ave Eugene OR 97403 United States
Ploybut, Sutthirat. "Financial reporting by small and medium enterprises in Thailand." Thesis, University of Portsmouth, 2012. https://researchportal.port.ac.uk/portal/en/theses/financial-reporting-by-small-and-medium-enterprises-in-thailand(e3301103-2044-412e-94a6-9d76c5e727d9).html.
Full textRose, T. J. "Sustained growth in small enterprises : a process management approach." Thesis, Cranfield University, 2003. http://dspace.lib.cranfield.ac.uk/handle/1826/4171.
Full textLeith, Andrew R., of Western Sydney Hawkesbury University, and Faculty of Management. "Competitiveness of Australian small to medium enterprises in Indonesia." THESIS_FMAN_XXX_Leith_A.xml, 2000. http://handle.uws.edu.au:8081/1959.7/512.
Full textDoctor of Philosophy (PhD)
Ghanatabadi, Firouzeh. "Internationalization of small and medium-sized enterprises in Iran /." Luleå, 2005. http://epubl.luth.se/1402-1544/2005/01.
Full textLeith, Andrew Roydon. "Competitiveness of Australian small to medium enterprises in Indonesia /." View thesis View thesis, 2000. http://library.uws.edu.au/adt-NUWS/public/adt-NUWS20030429.163902/index.html.
Full textA thesis submitted as part of the candidature requirement for the award of a Doctorate of Philosophy, November 2000, University of Western Sydney. Bibliography : leaves 204-215.
Lok, Tak-ming Jafy, and 駱德明. "Auditing of small enterprises in Hong Kong after 1997." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 1991. http://hub.hku.hk/bib/B31265029.
Full textDabo, Danjuma A. "Financing of small and medium sized enterprises in Nigeria." Thesis, Loughborough University, 2006. https://dspace.lboro.ac.uk/2134/7838.
Full textPanayiotou, Panayiotis. "Automated visual inspection in small and medium sized enterprises." Thesis, University of Sheffield, 2000. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.339935.
Full textSmith, Mark T. "Eco-design innovation in small and medium sized enterprises." Thesis, Open University, 2000. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.341364.
Full textWadzwanya, Faith Chivimbiso. "Managing small and medium enterprises using project management principles." Thesis, Cape Peninsula University of Technology, 2017. http://hdl.handle.net/20.500.11838/2652.
Full textAlthough SMEs are aware of project management, it seems that a vast majority of firms are not actually well-informed about what project management is, and therefore, might not even be adhering to project management principles. Hence, the main objective of this study was to determine the extent to which SMEs (involved in construction, events and information technology and located in the Cape Metropolitan area in South Africa) apply project management principles. This study used a mixed method approach (both qualitative and quantitative) and various relevant instruments to collect and analyse data. A total of 223 questionnaires were administered to employees working in conjunction with a project management department, and five face-to-face interviews were conducted with owner-managers of selected SMEs. The statistical package for social science (SPSS) was used to analyse the quantitative data with results presented in a tabulated format; content analysis was used to transcribe qualitative data and categorise this data into themes. The study found that the project management sector is still predominately male-dominated, and project teams are not selected on the basis of experience. Furthermore, those who lack experiences are not trained. The nature of work done, company understaffing, time and financial constraints and poor team dynamics were all cited as factors affecting the application of project management principles within SMEs. Several recommendations emerged from the findings. First, it was recommended that women be empowered as active participants in project management, thereby reducing the evident gender imbalance; training and development should regularly be conducted to fully equip employees with vital skills and competencies. This will more strongly ensure that clients are satisfied with quality outcome and thereby establish a good reputation for SMEs. Project managers should create contingency plans for potential challenges. Additionally, the project manager should ensure that by virtue of the company being understaffed, specific roles and responsibilities of individuals should be clearly delineated, clearly communicated and clearly understood. Alternatively, the company may employ more personnel for particular projects, or independent contractors could be hired to assist. Moreover, time constraints can be eradicated by establishing timelines through the Gantt chart and measuring milestones. Finance and other resources should be allocated economically with and ongoing budget-cost analysis for monitoring expenditure. It was also deemed advisable that project managers send their teams for wellness training to avoid negative team dynamics, and as for labour unrest, senior managers should engage proactively with unions and delegates.
Vinberg, Stig. "Healthy performance in small enterprises : studies of organizational determinants." Licentiate thesis, Luleå tekniska universitet, 2003. http://urn.kb.se/resolve?urn=urn:nbn:se:ltu:diva-26735.
Full textGodkänd; 2003; 20070216 (ysko)
Кузьменко, Аліна Олегівна, and Л. В. Роєнко. "The development of small and medium enterprises in Ukraine." Thesis, Київський національний університет технологій та дизайну, 2021. https://er.knutd.edu.ua/handle/123456789/18250.
Full textМайборода, Тетяна Миколаївна, Татьяна Николаевна Майборода, Tetiana Mykolaivna Maiboroda, and L. Bashir. "Role of small and medium-sized enterprises in Tanzania." Thesis, Сумський державний університет, 2015. http://essuir.sumdu.edu.ua/handle/123456789/43705.
Full textSaienko, M., Тетяна Володимирівна Пімоненко, Татьяна Владимировна Пимоненко, Tetiana Volodymyrivna Pimonenko, Олексій Валентинович Люльов, Алексей Валентинович Люлев, Oleksii Valentynovych Liulov, et al. "New trends in marketing for small and medium enterprises." Thesis, Sumy State University, 2020. https://essuir.sumdu.edu.ua/handle/123456789/80997.
Full textМатериал посвящен анализу новых тенденций маркетинга для малых и средних предприятий.
The material is devoted to the analysis of new marketing trends for small and medium enterprises.
Armoutis, Nikolaos. "Small-medium engineering enterprises and e-business : executive summary." Thesis, University of Warwick, 2006. http://wrap.warwick.ac.uk/1165/.
Full textTu, Ciwen. "The internationalisation process of small and medium sized enterprises." Thesis, University of Manchester, 2003. https://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.669157.
Full textChijioke, Matthias Ikenna. "Strategies to Sustain Small-and-Medium Sized Business Enterprises." ScholarWorks, 2016. https://scholarworks.waldenu.edu/dissertations/3146.
Full textOgoi, Henry Jefferson. "Strategies for Accessing Credit by Small and Medium Enterprises." ScholarWorks, 2016. https://scholarworks.waldenu.edu/dissertations/2617.
Full textBrouder, Ann-Marie. "Is small beautiful? : constraints facing small-scale food processing enterprises in sub-Saharan Africa." Thesis, University of Reading, 2003. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.413576.
Full textTripathi, Vandana. "The management accounting needs of small enterprises and the role of small accounting practices." Thesis, Open University, 2017. http://oro.open.ac.uk/49022/.
Full textBell, Alan. "Critical junctures in decision making : the importance of strategic choice for international entrepreneurship and small business development in a globalised world; a UK Thailand case study." Thesis, University of Newcastle upon Tyne, 2002. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.246604.
Full textVeitch, Kathryn. "A comparative analysis of the customer measures used by organizations within the context of the business excellence model." Thesis, Coventry University, 2001. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.246330.
Full textMajukwa, Donnemore. "Sustainability Strategies for Small and Medium-Sized Enterprises in Zimbabwe." ScholarWorks, 2019. https://scholarworks.waldenu.edu/dissertations/7039.
Full textNaidoo, Hilton Abraham. "Determining the enterprise success factors within a select group of retailing micro enterprises in Site C Khayelitsha." Thesis, University of the Western Cape, 2016. http://hdl.handle.net/11394/5138.
Full textThe research identified Site C area of Khayelitsha, a township in the Western Cape province of South Africa, as the case study. Khayelitsha has an estimated population of 1.2 million people, and has about 22 sub-sections or areas. Khayelitsha is made up of old formal areas and new informal/formal areas. Site C, is an area which was built up around one of the old formal areas, and contains a high number of informal settlements, RDP houses, and informal backyard dwellers. The study’s primary objective is to identify what factors the business owners themselves regard as being critical for their own personal success, as well as that of the business they own. The secondary objectives were to determine what the make-up of these identified success factors were, and what their respective contribution was to the overall success of the business, as well as what interventions (if any) could make these identified success factors more effective. Qualitative data was requested from each of the participants over the various questionnaire development phases, to obtain a basic and detailed picture of each owner and their business, and to enable a detailed descriptive analysis of each participant. During the literature reviews of the Small Medium and Micro Enterprise (SMME) sector in South Africa, many sources identified the possible failure factors. These failure factors had extensive references to studies which focused primarily on the small and medium enterprises versus the micro enterprises component. The level of data available on micro enterprises indicated a significantly lower level of relevant data, than the data available on the small and medium enterprises component. The identification of the success factors is equally important as a valuable contributor to understanding the significant failure rate of start-up businesses within the SMME sector in South Africa. This thesis will consult literature studies that discuss these challenges. It will have an emphasis on the micro enterprise sub-sector within the broader SMME sector. The inequitable number of data between the micro enterprises and the small to medium enterprises is confirmed by the literature review. The core focus of the research is to hear from the established micro entrepreneurs themselves and what they identified over the course of their business existence, as being the key factors that enabled their success to date, as well as moving toward the future. The findings indicated that success factors are indeed identifiable from the entrepreneurs themselves. These factors included the education and training level of the entrepreneur, the entrepreneurial capacity of the entrepreneur, the access to financial resources, the specific business retail mix and the uniqueness of the specific business within its immediate locality. Whilst the owners’ success (and by default the business as well) is the priority of this research, the equally important failure rate of small business initiatives in South Africa is of concern, and are the proverbial other side of the coin. Small businesses are playing a vital part in our global economy and in particular in terms of job creation and poverty alleviation. The two pillars of the governments micro enterprise rollout is through the Department of Social Development via poverty alleviation programs which have at their core, essentially micro enterprise formation. The other pillar is via the Department of Trade and Industry in respect of job creation and empowerment as objectives. In South Africa much emphasis throughout the Integrated Small Business Strategy is placed by national, provincial and local governments on Small, Medium and Micro enterprises (SMMEs), to drive job creation and poverty alleviation. Therefore, an investigation into the factors contributing to the success of SMMEs is of vital importance. Recent changes in statistical data gathering methodologies have enabled greater understanding of the contribution of especially the smaller enterprises in the informal sector. The extensive literature consulted, put this figure as high as 80% of economic activity in developing countries. This by itself makes it critically important as an employment option for the retrenched, school leavers, graduates and the unemployed in general. Only willing participants were interviewed and were randomly selected based on the criterion of being in business continuously, for at least 5 years. This target population’s value is unique because they fall into the 20% category of small businesses who survive the first 3.5 years of business, as well as being in the even more elite and valuable niche of 2.10% of South Africans who are running firms older than 3.5 years. These two features are both exceptional and generates’ a unique further study opportunity. The opportunity is to identify why the other 80% of start-ups failed over the initial 12 - 48 month period since start-up. The specific focus area of this research is to identify the success factors of retail micro enterprises located within the case study area, being Site C Khayelitsha. The broad findings of the study of successful retail micro-enterprise owners in Site C Khayelitsha, indicate that their prior quality of education, the presence of role models in their social circle influenced their motivational aspect to start a business, their personal management skills levels were a significant feature in their success as well their exposure to, and understanding of business and how it works; were all crucial to their success.