Tesi sul tema "Small business management"

The absence of adequate crisis management strategies in small firms could result in a premature small business closure. A qualitative multiple-case study was used to explore the crisis management strategies that 3 small business owners have used to survive an unexpected operational interruption. The small business owners in this study were from different industries in the southeast region of the United States and each owner owned a business for more than 5 years and had survived at least a single crisis. The theory of crisis management and crisis intervention theory were the conceptual frameworks for this study. Data collection occurred through semistructured face-to-face interviews with small business owners; observations; and a review of company documents comprised of business plans, insurance policies, floor plans, and emergency exit routes. Data were thematically analyzed and then triangulated to ensure trustworthiness of interpretations. The findings included 3 emergent themes: the importance of developing survival strategies; transparency, open communication, and relationship building; and creative thinking as a survival strategy. Recommendations for action include securing adequate insurance coverage, investing in a worker's compensation policy, and maintaining transparent and fluent communications with vendors and consumers. Small business owners who implement survival strategies may contribute to positive social change by continuing to create employment opportunities that improve economic conditions in local communities.

Small business owners face challenges associated with leading change, and many times lack the necessary resources to manage it properly. The purpose of this descriptive qualitative study was to determine what challenges leaders of small businesses face in managing change, what strategies and practices those leaders employ, and how the leaders of small businesses measure success in managing change. This study also determined what advice leaders of small businesses would suggest for managing change. Four research questions were created to assist with this process, and 13 semi-structured interviews were conducted in various cities throughout the state of Michigan. The participants were small business owners of privately held American companies that had been in business for a minimum of 5 years. Twelve interview questions were asked to answer the 4 research questions. Many themes emerged. Some of the challenges that participants face while managing change are resistance to change, communication issues, lack of confidence, lack of resources, lack of knowledge/experience, absence of strategy, conflicts of interest, and lack of emotional intelligence. The participants shared many different strategies for successful management of change and also offered their lessons learned over the years. The main overall theme presented by all of the participants in this study was the importance of knowledge and experience for management of change in small businesses.

Метою дипломної роботи є розробка плану управління просуванням бізнесу компанії, що спеціалізується. Ми досліджували, як забезпечити вигідну роботу компанії протягом багатьох років. Відповідно до мети завдання дослідження: - Отримати знання про поведінку клієнтів та їх цінності краще, ніж інші компанії. - Просувати свої послуги та товари, а також відрізнятися від конкурентів. - Це охоплення цільових сегментів споживачів, надання їм унікальних послуг та продуктів та формування довготривалих відносин з лояльними клієнтами. - Забезпечити прибуткову діяльність компанії протягом багатьох років. - Залучення більшої кількості клієнтів та уваги в соціальних мережах.
The aim of the Thesis is to develop the Business promotion management plan of the case company. We investigated how to ensure the profitable operation of the company for many years. According to the aim the research task is: - Gain knowledge of customer behaviour and their values better than other companies. - Promote their services and products, as well as differ from competitors. - Is to reach the target customer segments, provide them with unique services and products and form long-term relationships with loyal customers. - To ensure the profitable operation of the company for many years. - Attracting more customers and social media attention.

The topic of this thesis is reward management and its application in a small-sized IT enterprise. Its goals are to properly document and describe current reward system in the company, evaluate the system and recommend improvements for the system. The first two goals are reached via thorough research of the company through semi-structured interviews, employee satisfaction survey, participant observation and document examination and the last one by applying principles from the current literature and education to the results of the two previous goals. The findings are that the reward system, despite growing organically instead of designed, is relatively effective in some areas, but needs improvement in other areas. The main improvement areas are motivation by contingent pay, communication management and performance management. Relatively well working rewards are especially non-financial reward connected to the work environment and work itself.

The purpose of this research is to investigate the process of implementation of a Management Control System (MCS) in a small business context. This topic has been somehow neglected by mainstream academic literature. Papers on major research journals focus on MCS from the perspective of large businesses, overlooking the specificities of small companies (Jänkälä, 2007). Indeed, most of the literature is rooted in the Anglo-Saxon economic environment, whose capitalistic infrastructure hinges on larger corporations. Moreover, when these researches emphasise MCS in small firms, these are usually young and rapidly growing start-ups, rather than established small and medium enterprises (SME). On the other hand, small companies are the backbone of the continental European economic reality, especially in the Italian context, representing 98.8% of our business population. Through the analysis of the relevant literature, we will investigate whether small companies use MCS and to what extent, to define the peculiar elements of management control in these settings. In the second part of this study, we will concentrate on the case of Cielle, a small Italian manufacturing company trying to adopt a MCS, to understand the practical issues of designing and implementing management control in this context.

Thesis (MBA)--Stellenbosch University, 2007.
ENGLISH ABSTRACT: There is a growing need for a framework that explains the important steps in creating and managing a small business in a very simplistic, flexible and holistic way. The aim of this research report is to design a framework which will guide the entrepreneur and small business owner in the set-up and management of a small business. The research report explores the logic of constructing the framework. It starts with the core business transactions which justify the existence of the business. For a better understanding of the interactions in the transactions, a system approach is followed. Dynamic complexities focus on causality and feedback to describe how entities influence each other. A growth loop is established with a balancing loop. On the basis of these interactions the framework is constructed with the product and the market on opposite sides. From the product there are growing actions in the form of marketing. From the market a condition is created which is measured in financial terms. These interactions are the core of the framework. A second level is added with strategic intent and external analysis to indicate direction and to measure the market's response. The research report continues to describe the development of a small business in terms of the three layers of the framework: transaction, basic business level and extended business level. The transaction indicates the core and the reason for the business's existence. It is a description of the value exchange process. The basic business level is the platform in which the business is operating. The extended business level is how the platform is used. For each of the entities indicated on the framework an existing business model is used to explain the area. The framework is, therefore, not presenting a new model, but only a new way of how existing business models are related to each other. The framework can be used in various ways. First it can be used to establish a startup business by building it step by step from the inner layer to the outer layer. Secondly it can be used to evaluate an existing business. Each part of the business can be evaluated and determine whether the necessary structures are in place. Thirdly it can be used for a turn-around on a struggling business. To do it means first . to evaluate the business and then use the framework to build the business structure. To assist in this process of evaluation and building a business structure, a set of worksheets are presented in the study to help an entrepreneur to think through every important step of the business. To test the above assumption that the framework can support the construction of a business structure, a small business was selected and evaluated. The evaluation was done in the format of an interview with the owners and the structure of the framework was followed. The study is concluded with recommendations on areas that need further research. The worksheet I guideline recommendation is that the worksheets and guidelines be developed with a specific aim in mind, for example design a new business or evaluate an existing business. The application recommendation is to explore the use of a rating system to do a quick evaluation of the business based on the entrepreneur's "gut feeling". The structural recommendations are first to explore strategic mapping to summarise the results of the design or evaluation into an existing model. The second recommendation is to investigate the development of the different entities in the framework in line with the business life cycle and thereby adding a depth dimension to the framework.
AFRIKAANSE OPSOMMING: Daar is 'n groeiende behoefte na 'n raamwerk wat die belangrike stappe om 'n klein besigheid te skep en te bestuur, in 'n baie simplistiese, buigsame en holistiese manier verduidelik. Die doel van die navorsingsverslag is om 'n raamwerk te ontwerp wat die entrepreneur sal lei in die opstel en bestuur van sy besigheid. Die navorsingsverslag gee aandag aan die logika hoe die raamwerk saamgestel word. Die raamwerk bestaan uit die kern besigheidstransaksie wat die bestaan van die besigheid regverdig. Om die interaksies in die transaksie beter te verstaan, word 'n stelselbenadering gebruik. Dinamiese kompleksiteite fokus op oorsake en die terugvoer hoe verskillende entiteite mekaar beinvloed. 'n Groeiende sirkelaksie en 'n uitbalanserende sirkelaksie word gevolg. Op grond van hierdie interaksies is die raamwerk geskep met die produk en die mark aan teenoorgestelde kante. Van die produk is daar 'n groeiende aksie na die mark in terme van bemarking. Van die mark is daar 'n terugvoeraksie na die produk in terme van finansiele maatstawwe. Hierdie inleraksies vorm die kern van die raamwerk. 'n Tweede vlak word bygevoeg in die vorm van strategies voorneme en eksterne analise om rigting aan te toon en die mark terugvoer te meet. Die navorsingsverslag gaan voort om die ontwikkeling van 'n klein besigheid te beskryf in terme van die drie vlakke: transaksie, kern besigheidvlak en uitgebreide besigheidvlak. Die transaksie toon die kern en die rede vir die besigheid se bestaan aan. Dit is die beskrywing van die waarde uitruilingsproses. Die kern besigheidsvlak is die platform waarop die besigheid funksioneer. Die uilgebreide besigheidsvlak is die manier hoe die besigheid die platform gebruik. Vir elk van die entileite wat in die raamwerk aangetoon word, word 'n bestaande besigheidsmodel gebruik om die detail te verduidelik. Die raamwerk moet daarom nie gesien word as 'n nuwe model nie, maar net as 'n manier hoe bestaande besigheidsmodelle in verhouding tot mekaar staan. Die raamwerk kan in verskeie maniere gebruik word. Eerstens kan dit gebruik word om 'n aanvangsbesigheid stap-vir-stap volgens die verskillende vlakke in die raamwerk te bou. Tweedens kan dit gebruik word om 'n beslaande besigheid te evalueer. Elke deel van die besigheid kan beoordeel word en so bepaal of die nodige strukture in plek is. Derdens kan dit gebruik word om 'n omkeer op 'n sukkelende besigheid te doen. Om dit te doen sal beteken om eerstens 'n evaluasie te doen op grond van die raamwerk en dan die nodige strukture te bou of herbou. Om die proses van bou en herbou te ondersteun stel die studie werksblaaie voor wat gebruik kan word. Die doel hiervan is om die entrepreneur se denke deur die belangrlkste stappe te lei. Om die bogenoemde aanvaarding te toets dat die raamwerk gebruik kan word om die bou van 'n besigheidstruktuur te ondersteun, was 'n klein besigheid geselekteer en ge-evalueer. Die evaluasie was gedoen in die vorm van 'n onderhoud met die eienaars en die struktuur van die raamwerk was gebruik. Die navorsingsverslag word afgesluit met aanbevelings oor areas wat verdere ondersoek nodig het. Die werksblaaie en riglyne aanbeveling is dat die werksblaaie en riglyne vir 'n spesifieke doel ontwerp word, byvoorbeeld die ontwerp van 'n nuwe winkel of die evaluasie van 'n bestaande winkel. Die aanwendingsaanbeveling is om 'n evalueeringstelsel te ontwikkel waar 'n evaluasie gegrond op 'n entrepreneur se aanvoeling kan plaasvind. Die struktuuraanbevelings is om eerstens strategiese kaartering te ondersoek om die resultate van die ontwerp of evaluasie in 'n bestaande model op te som. Die tweede aanbeveling is om die ontwikkeling van die verskikkelende entiteite van die raamwerk in Iyn met die besigheidslewensiklus te ondersoek en sodoende 'n diepte dimensie by die raamwerk te voeg.

The crux of this thesis was the investigation of how safety was managed in small businesses. The research considered how management differed from the approaches championed by large employers. The concern was that, that which was good practice for some businesses may not necessarily have transposed to others, which differ in terms of number of employees, managerial complexity and access to information and advice. The research was strongly based on recently propounded and popular models and theories of business management. The McKinsey 7-S Framework® was used as a skeleton to facilitate the ordering and collection of data.

The central question addressed was what motivates small business leaders to incorporate social responsibility in their companies' mission, vision, and culture. In particular, there is a knowledge gap about what motivates small business leaders to take both financial and non-financial actions to support their employees, their local economies, and their communities. Interviews with three small business owners in Michigan were coded to identify key emergent themes explaining why small business leaders contributed to their local communities. Theoretical or conceptual support for the study included Carroll's social performance model, Vroom's expectancy theory, and CCI strategies. The literature review included that of motivation and social responsibility. The interviews were coded, analyzed, and six themes emerged. The participants were concerned with being socially responsible and motivation comes from defining social responsibility and finding ways to fulfill a need. Employees play a key role in creating and continuing an environment set by the example of the owner and this is done through repetition, thus aligning business practices with being socially responsible. Lastly, connection to people helps build relationships, while being cognizant of initiatives to protect the environment, thus Going Green initiatives. After the research, the researcher developed the Small Business Community Involvement model (SBCI), based on the themes. This model can help small business leaders looking to partake in socially responsible activities. This study is significant because it will improve understanding of social responsibility in the small business sector.

Small businesses represent 99.7% of all employers in the United States and account for 63% of new jobs; however, 50% of small businesses fail within 5 years of operation. The purpose of this multiple case study was to explore strategies that some small restaurant owners used to succeed in business for longer than 5 years. The sample population for the study was the owners of 3 small restaurants in the northeastern region of the United States who have a minimum of 5 years’ experience in operating a successful business. Chaos theory provided the conceptual framework for the study. Data collection methods were semistructured interviews and review of company documents and archival records. Member checking of interview transcripts was used to strengthen the credibility, reliability, and trustworthiness of the findings. Based on the methodological triangulation of the data sources and using the van Kaam process, themes emerged. The principal themes that emerged were networking, customer satisfaction, and leadership. The findings from this study may contribute to positive social change by providing strategies that small business owners need to be successful and possibly improve the prosperity of the community and local economy.

As the baby boom generation approaches and enters traditional retirement ages, the owners of small professional service firms are being inundated with advice concerning how to implement a business succession plan. While much of the advice may be valuable and sound, a significant portion of this advice appears to be derived from a one-size-fits-all approach that ignores, or fails to address, the needs, desires, and personal characteristics of the business owner. Small business succession planning advice often involves growing the business into a self-perpetuating organism. However, many small business owners may not want to do what is necessary to manage a business for optimum succession planning. The researcher used a quantitative research methodology to identify antecedents to business succession planning in small, relationship-dependent service businesses. The research combines concepts from the Theory of Planned Behavior and from the family business succession planning literature to identify potential owner characteristic and situational antecedents to business succession planning. The study focused on a sample population of owners of small financial-services businesses affiliated with one broker-dealer. Most of the sample population offers tax and accounting services in addition to their financial services. The population is in the business of planning for their customers but to a large extent neglect or choose not to plan for their own ultimate exit from the business. While business owners face many choices and obstacles in preparing their firms for their eventual exit, this study indicates that the decision to pursue business succession planning by the owners of small, relationship-dependent service businesses is overwhelmingly driven by the business owners’ perception of the availability of a qualified successor. Thus the decision to pursue business succession planning by this sample population is more likely to be a reaction to circumstances than a proactive choice driving the owners’ business decisions.

As a critical infrastructure, the US electricity grid supplies electricity to 340 million people within eight separate regions. The power infrastructure is vulnerable to many types of disasters capable of severing supplies of electricity. The impact on the employees and communities when small- and medium-size enterprises are shut down due to disasters can be severe. The purpose of the quantitative comparative study was to explore small- and medium-size enterprises crisis management strategies in the case of power infrastructure vulnerabilities. Perceptions of small business leaders were probed about crisis management planning relevant to three secondary factors: prior experience of crises, threat perceptions, and planning self-efficacy. Participants completed an adapted questionnaire instrument based on a five-point Likert scale for six sub-factors including resilience through planning, financial impact, operational crisis management, the perfect storm, the aftermath of survival, and atrophy. The instrument also measured three additional factors to include, prior experience of crises, threat perceptions, and planning self-efficacy, across seven types of crises. The results of this study indicated that of the 276 respondents, 104 had no crisis plans, but 172 did have crisis plans. Of those who had implemented crisis plans, 19% had specific provisions to address power outages or attacks on the electrical grid. Of the respondents who had not planned for power outages nor experienced significant losses of power, a statistically significant number acknowledged an external threat to their business. The majority of respondents indicated that long-term planning was related to resilience; however, the migration of crisis understanding into the planning process or implementation was not implemented. This heightened awareness of potential crises without the corresponding development and implementation of mitigation crisis plans requires additional research to understand drivers effecting the decision making process with crisis managers.

The United States has a high failure rate of small businesses, with 30% of small business failing within the first 2 years. The objective of this case study was to explore strategies successful small business owners use to achieve profitability beyond 5 years. The purposive sample for this study included 4 owners of successful small businesses in Atlanta, Georgia, who have been in business for at least 5 years. The conceptual framework was built upon disruptive innovation and susceptibility theory. Data were collected through semistructured interviews and company documents. The analysis revealed 3 themes, market research, passion and determination, and innovation. Successful small business leaders use market research to understand the business environment and customers' needs. Entrepreneurs should conduct market research to develop strategies to remain successful. Innovation is essential for business success and successful entrepreneurs innovate to adapt to new business trends. Small business owners who innovate remain competitive and profitable. Business leaders will benefit from this study's findings by gaining insight into how the leaders of successful organizations implement strategies to stay profitable and competitive. Small business leaders may use the findings to enable economic development in various communities, and create valuable jobs for local residents. Social implications include the improved local and state economy and the standard of living in communities. Small business owners will be able to sustain their businesses and contribute to the prosperity of their employees, their families, health of the community, and the local economy.

The purpose of this thesis is to analyze the business management process for small to medium size enterprises (SMEs) and to develop an automated product management system for integrated business processing. Due to the relatively small scale of operation of these companies, they experience difficulties in applying readily available tools in the area of product management. The target of the analysis is to develop a prototype software system for automatic product management. Moreover, this software developed for this thesis is applied to a real business case---that of Inshore Fisheries, a small scale integrated fishing operation in Atlantic Canada. The system consists of six components that are grouped into two categories of input and output analysis. The Input category includes production operations and customer ordering. The Output category includes four performance reports: (1) order invoices, (2) production worksheets, (3) inventory tracking, and (4) periodic income statements. The entire system is implemented using Visual Basic 6.0. The database is designed using Microsoft Access. The four performance reports in the output are designed using Microsoft Excel spreadsheets. Furthermore, a GUI integrates all components together to form a complete business processing system. Based on the results of the application of this system to Inshore Fisheries, this software solution can be applied to other SMEs by making specific modifications but without revising the basic principle and system design of the software system. This system possesses a great amount of flexibility and extendibility for practical business process decision-making.

Small business owners represent 99.7% of all U.S. employer firms, employ half of the private sector employees, and provide 43% of the total U.S. private payroll. However, 50% of new small business startups fail within the first 5 years of operation. The purpose for this multiple case study was to explore what skills, knowledge, and strategies small business coffee shop owners use to succeed in business beyond 5 years. Systems theory, chaos theory, and complexity theory provided the conceptual framework for exploring the research question of this multiple case study. To identify and explore the factors for maintaining small business' operations, the population for this study was 3 small business owners of 3 coffee shops in Duval County, Florida who sustained their businesses for a minimum of 5 years. The data sources were semistructured interviews, the business' websites, social media information, and site visit observations. Based on methodological triangulation of the data sources, analytical coding, and analyzing the data using mind mapping and software, 3 themes emerged: owner networking and the business as a customer to customer networking venue, business plans' initial challenges and addressing subsequent changes, and a need for marketing differentiation. Potential implications for effecting positive social change include increasing the rate of small business success, and increasing the financial security for owners, employeees, employees' families, and their communities.

Small businesses represent more than 99% of all employers in the United States, but more than 50% of small businesses have failed before 5 years. Climate change, digitization, and social media contribute to a paradigm shift in consumers' habits, as more consumers have become environmentally and social justice conscious. Business leaders who are unable to follow the consumers' trends and changes of habit may not succeed in sustaining their businesses. The purpose of this multiple case study was to explore strategies owners of small businesses in the District of Columbia use to sustain their businesses for longer than 5 years while fulfilling their firms' social responsibility obligations. The conceptual framework was the sustainability development theory. Data were collected from 5 small retailers through face-to-face, semistructured interviews, observations, field notes, and reviews of documents related to business sustainability. Data analysis was based on the thematic analysis model, which involved a process of organizing, coding, arranging data into common themes relevant to the research question and interpreting of the information. Member checking was used to enhance the credibility and validity of the data. Emerging themes included business establishment planning, sustainability planning, and sustainability factors use. The results of this study may contribute to positive social change by providing information to entrepreneurs about successful strategies for small business sustainability, which can lead to business owners, employees, and communities living and working in a human-oriented, prosperous, and healthy environment.

Introduction:

The growth of small business is fast and their impact on the economy is becoming bigger. How to manage the inventory effectively and efficiently often is a challenge for these small businesses. The study took place at HEM-SOL FORSALJNINGS AB, a company involved in gym sports equipment wholesale. For HEM-SOL two inventory problems, stock-out and overstock occur frequently. The company wants to improve its efficiency and is con-sidering a change in the inventory management.

Purpose:

The purpose of this study is to investigate the reasons behind the inventory management inefficiency in HEM-SOL, and then the proposed managerial suggestions will be presented to deal with the issues.

Method:

The study is considered as qualitative single-case study. Data collection is mainly through the interviews with the top manager and other staff involved in inventory control opera-tions. Secondary data is retrieved from the information system to provide the annual pur-chasing and sales report about twenty items using a purposive sampling approach. Data analysis follows the theoretical framework.

Conclusion:

Small businesses have limited financial resources and bargaining power. Long-distance suppliers, big fluctuation of demand and lack of formalized inventory control system result in HEM-SOL bad performance on inventory management. The authors analyze the col-lected data and establish a formal inventory control system as the solution to improve the company’s inventory management.

Thesis (MTech(Business Administration))--Cape Technikon, Cape Town, 1998
The importance of small and medium businesses, (SMB's), and specifically the important role that they perfonn in a country's national economy, have long been realized. In South Africa, the emphasis being placed on promoting small businesses in the government's GEAR strategy is an indication of how important small and medium businesses are regarded, even at national government level. Statistical evidence underlining the valuable contribution ofSME's is frequently quoted in the literature. The following statistics are an indication of the contribution of SME's to the South African economy: • in 1991 there were approximately 800 000 formal businesses in South Africa of which approximately 700 000 or 85% could be classified as 5MB's; • their estimated contribution to the GDP at that stage was in the region of30%; • in 1991 SME's employed more than 2.4 million people (2.7 million people in 1994) which represented about 17% ofthe economically active population of 14.3 million at that stage; • "informal" Small Enterprises in 1991 was thought to be employing about 4.4 million additional people. If the high rate of insolvency's amongst SME's, relative to larger businesses in the economy are to be taken as a guideline, it is clear that the financial risks involved in managing, owning and/or investing in a small to medium sized business are relatively high. With the above being a stated filct, the question was asked as to what can be done to make this important sector ofthe economy more effective. A great deal ofresearch was done in the past as to what actually causes 5MB's to go bankrupt. Problem factors ranging from a lack of funding, high interest rates, hostile labour relations and inflation to unsupportive governments were named in various studies as primary reasons for the failure of these businesses. Previous research has also found that the use ofstrategic management as a management tool in smaller businesses, such as 5MB's, is being neglected by the managers/owners ofSME's.

The LASIK market in Orange County, CA is extremely saturated, with the exception of the city of Laguna Niguel. This business plan proposes the creation of The LASIK Experts in Laguna Niguel to fulfill the need for such a LASIK center within the city. Based on the detailed financial projections prepared by the company’s management, it is estimated that a bank loan is necessary to begin the company’s operations successfully. The funds will be used to provide the initial working capital for the first three fiscal years.

Small businesses in the United States experience a high rate of failure. The purpose of this phenomenological study was to identify and explore consistent strategies small business owners in Harrisburg, Pennsylvania used to lead successful companies. Transformational leadership theory formed the conceptual framework for this study. A mixed purposive sample of 20 small business owners participated in semistructured face- to-face and telephone interviews. Each of the participants possessed a minimum of 3 years of successful business operation and employed fewer than 500 individuals. Using Moustakas' modified van Kaam analyses, 6 main themes emerged: characteristics and experiences, leadership behaviors, managing operations, managing employees, employee behaviors, and achieving success. The study findings highlighted the need for small business owners to nurture the leader-follower relationship to inspire and motivate employees. Further, the results indicated the importance of utilizing integrated business practices to influence employee and business performance. The findings in this study promote positive social change by identifying strategies to empower nascent and existing entrepreneurs. Small business owners can apply these results to improve the leader- follower relationship within their organizations, and boost overall business success.

The purpose of this study is twofold. The first is to replicate and expand on previous studies by Rubenson and Gupta (1992, 1996) who introduced a contingency model for the initial succession of an organization. The second purpose is to verify that their model is applicable to organizations that are substantially smaller than the original 54 Fortune 1000 companies that were studied. The researcher used a qualitative research methodology to answer the following research questions. 1. Is the Contingency Model of the Initial Succession proposed by Rubenson and Gupta (1996) transferable to organizations of smaller size and lower revenues? 2. Were the founders of small sized organizations planning for their eventual succession? 3. What other factors came into play beyond those outlined by Rubenson and Gupta (1996) during the succession process?

The qualitative research methodology employed was a grounded theory research design utilizing personal interviews with the first successors of an organization. The researcher used a combination of structured and unstructured questions during the interviews of 15 successor CEOs about the process of succession from the founder to them as the next organizational leader. Participants in this study were chosen by a combination of purposeful sampling and chain referencing methods. All the participants and organizations in this study met the following criteria: (a) the interviewed successor must be the first leader after the founder, (b) the organizations must have been between $5 and $200 million dollars in annual revenue at the time of succession, (c) the organizations must have had 200 employees or less at the time of succession, and (d) the succession must either be in process or have happened within the last 5 years.

The results of this study suggest that founders who maintain a controlling equity position in their organizations are able to set the date and method of their succession with impunity. Only 6 of the 12 sub-factors in the model for the initial succession were confirmed in the sample population of this study. It is the authors conclusion that the proposed model by Rubenson and Gupta (1996) as it is currently constructed had minimal explanatory power in the target population of this study. Additionally, 6 themes were discovered during the interview process: founders are thinking in terms of how to cash out of the business rather than their legacy; founders are not planning for succession until it is thrust upon them by illness, old age, or by their family; founders did whatever they wanted because they were the majority shareholder; successors are not inclined to confront the founder; founders have a high level of self identification with the organization; and founders hung onto the organization because it was their hobby.

Word of mouth is generally agreed to be the foremost source of new business acquisition for small businesses and owners/managers often cite 'word of mouth' referrals as the main source of business generation (Carson, 1985; Curran and Blackburn, 1994; Stokes 2000). However, little is known about how small business owners know their firms gain word of mouth or, indeed, of the dynamics that influence the incidence of word of mouth. The objective of this study is to investigate the role of word of mouth in the operation of small firms in the service sector. The thesis draws upon extant theory and original empirical evidence. Specifically, the thesis seeks to examine how recommendation can be proactively managed, which is now a central element of contemporary marketing literature (Stokes 2002). The research has incorporated three sources of data for the purpose of triangulation of different perspectives, including interviews with owners/managers at key stages of the research, customer surveys and documentary evidence from the businesses. A Longitudinal case study approach is employed to achieve the research aims. This allows an exploration of the role and management of word of mouth within small firms and provides a theoretically informed insight into the triggers of referrals and recommendations. This approach is believed to have the potential of "systematically gathering enough information about a particular person, social setting, event or group to permit the researcher to effectively understand how it operates or functions" (Berg, 1998:212). The primary units of analysis are the owners/managers in the Leisure and Tourism sector, who have proactively managed word of mouth. However, the study also includes the customers' perspectives regarding their recommending and complaining tendencies. The study has produced an original investigation about the significance of word of mouth in service sector enterprises, which includes a conceptual model of the stimulants of recommendation in small businesses.

This study investigates financial management and small firms through considering some of the financial concepts that are used by owner-managers, their meanings and the relationships between them. At the same time, it examines the contexts through which these concepts are given meaning - how, for example, the business, the owner-manager and the environment have to be constituted for the concepts to have the meanings they are given. Particular attention is given to the rhetorical constructions that allow the emplacement of certain financial management procedures in small firms to the exclusion of others. In this it differs from existing research into small firms which the study depicts as being locked in to a paradigm of 'best practice' that has both unflatteringly compared procedures in small firms with an idealisation of practices in large firms and proceeded to quantify difference rather than attempt to explain it. The study used discourse analysis procedures to examine two key areas: pricing and cashflow management. From this a number of conclusions are offered as to owner-managers' organisation of their businesses. The principal findings are fourfold. Owner-managers are able to create and manage the interplay between formal accounting procedures with both informal knowledge about the business and wider moral and social conventions in ways that blur such distinctions and emphasise both personal authority and business legitimacy. Secondly, the study shows that as this informal knowledge is often grounded in the owner-manager, ownership and knowledge derived from ownership help define the owner-manager's authority in such a way that external advice is made of limited use or irrelevant. Third, value in the business is revealed as both movable and reflexive. Owner-managers use the prices that they set, for example, as a measure of their own worth and of wider status considerations. Finally, the flexibility in the use of formal and informal knowledge allows the owner-manager freedom to define some areas as calculable (and so subject to 'rational' decision-making) and others 'unknowable' (and thus subject to personal, subjective relationships). As the future is typically rendered 'unknowable' this both allows different treatments of suppliers and customers and helps explain issues such as why owner-managers apparently resist blandishments to increase their planning activities.

Over 390,000 businesses failed in the United States in 2014. The primary cause for most business failures is poor planning, and budgets are a primary means of planning. The purpose of this correlational study was to examine to what extent, if any, budget planning, budget control, and the age of the business significantly predict financial performance in small businesses. The target population consisted of small business leaders in the Midwest. Churchill and Lewis's theory on the relative importance of selected management factors of small businesses through 5 stages of development formed the theoretical framework for this study. Data were collected through a self-developed online survey using existing Likert-scale measures for each variable based on prior research about those variables. A convenience sample of 86 Midwest U.S. small business leaders identified through SurveyMonkey's crowdsourcing pool resulted in 77 participants with useable responses. Standard multiple linear regression determined the extent to which budget planning, budget control, and age of the business predicted the value of financial performance. The model as a whole was able to significantly predict financial performance. The linear combination of predictor variables (budget planning, budget control, and business age) accounted for approximately 12% of the variation in financial performance. Budget planning significantly predicted financial performance, even when budget control and business age were held constant. Better planning using budgets may help leaders improve the financial health of their small businesses, potentially reducing business failures and job losses. Financially strong and healthy small businesses can create jobs and improve the economic health of local communities.

Small businesses owned by women cease operations 11% more often than businesses owned by men. Women, who own over 37% of all businesses in the United States, contribute significantly to the 50% small business failure rate. The purpose of this multiple-case study was to explore strategies 5 women who own small businesses use to succeed in business beyond 5 years on Bainbridge Island, Washington. The theory of constraints was the conceptual framework. Data were collected through semistructured face-to-face interviews, websites, company documents, and archival records. Transcript review of interview response data was used to strengthen the credibility of the interview data. Three themes emerged: customer and employee relations, leadership, and strategic management. Customer and employee relations were the most important theme, and strategic management was the second most important. Strategic management was one of the main sources of growth in all the 5 participant's businesses. Participants discussed skills in managerial decisions and strategies to manage the day-to-day business operations that played an active role in entrepreneurship. Female small business owners identified strategies used to eliminate constraints that may have prohibited the business operation to succeed. The findings may inspire entrepreneurs to enhance their leadership skills, increase capacity to expand their small businesses, start new businesses, and explore entrepreneurial options. Social implications include the potential to serve as a guide that encourages female entrepreneurs to enhance their professional practices and to adopt new business strategies to make better strategic decisions.

This thesis explores the influences of different types of interpersonal trust on the development of the business enterprise, and builds in part on the author's MSc dissertation, which found interpersonal trust to play a key pert in the decision making process. A key feature of the research is a focus on the notion of becoming, rather than that of being; of change over static presence. The research acknowledges the basic truth of the statement 'only perception gives knowledge of things' and therefore adopts a broadly interpretative approach throughout. This is in keeping with the subjective nature of the trust concept. The thesis discusses the nature of trust from a primarily sociological standpoint and develops its models mainly from discussions of trust in the management and organization literature. The field studies, while conforming to these epistemological and ontological presuppositions, utilise three different methods: semi-structured, taped interviews; longitudinal participant observation case study; and verbal protocol analysis, in order to apply and refine the theory of trust developed and thereby come to an understanding of the role and importance of interpersonal trust in the business enterprise. The thesis finds that interpersonal situational trust is central to small business development, and may be usefully construed as an a posteriori tacit knowledge which the trusting party uses in order to fill gaps in his explicit knowledge of a situation, thereby reducing its complexity and enabling cooperation. The link between trust and co-operation is teased out, and it is suggested that trust overcomes an individual's co-operation threshold for a situation, as determined by a set of identifiable co-operation criteria, enabling co-operative behaviour on the part of the individual. The combination of co-operation threshold and trust level outcomes for each of the individuals in the situation is thus said to determine whether or not co-operation occurs between them. It is argued, therefore, that trust is a prerequisite for co-operation, and that the stronger, more resilient the situational trust, the more likely it is that cooperation will occur. The thesis finds that a useful distinction may be drawn between trust which is based on familiarity with the trusted party and trust which is based on familiarity with the situation in which the trusting interaction occurs. It finds that the development of the latter type, termed Comprehensible Situational Cue Reliance-Based Trust is perhaps of most importance with regard to the effect of trust on business development. The thesis applies a process theory derived from the work of the metaphysician Alfred North Whitehead to the theory of trust which it utilises, and finds that interpersonal situational trust may be considered as 'an actual occasion in concrescence', thereby offering the potential for a philosophical reconceptualisation of trust in terms of a process metaphysic, instead of the more static philosophical presuppositions which have historically tended to underpin its theoretical development. The thesis concludes by suggesting that trust is the medium through which the entrepreneur is able to create and extract value from the environment, emphasises the indicative (as opposed to definitive) nature of its exploration, and identifies a number of areas for further research, including matched international comparisons of businesses in order to verify the applicability of the theories and models which it develops.

The objective of this thesis is to determine how small firm support provision might be improved in order to help post start-up businesses in Devon and Cornwall to grow. Interest in this issue stems from (a) previous research carried out in the region highlighting a possible need for continued business support after the initial 12 month start-up period and (b) the increasing emphasis upon stimulating business growth apparent in recent small firm policy. An examination of relevant literature demonstrates that current understanding of the critical influences upon young post start-up business growth and the extent to which existing support adequately addresses such factors is limited. To address these gaps in existing knowledge, two questionnaire surveys are conducted. In both, emphasis is placed upon owner-manager perceptions in recognition of an identified need for support to be client-led and because of the role played by owner-manager perceptions in influencing growth motivation and actual growth. In-depth interviews are also carried out with ownermanagers and staff from start-up support providing organisations. A variety of techniques are employed to analyse questionnaire responses. Overall, results indicate that owner-managers view the critical influences upon the growth of their firms to be highly individual in nature. Other findings show employment growth and growth intentions amongst responding businesses to be limited. However, some variations are shown to exist between firms. Discriminant analysis is employed to determine the effectiveness of those company characteristics associated with variations in predicting business growth, owner-manager growth intentions and owner-manager perceptions of the importance of different factors influencing growth. Results suggest that in providing support for young post start-up firms, the targeting of businesses on the basis of easily measured characteristics is not likely to be effective. Results from the second survey show that whilst start-up support is perceived to be adequate in addressing some growth-relevant factors, for many other factors a 'negative support gap' exists. These gaps relate to areas such as strategic product-market development, access to tangible and non-tangible resources, owner-manager personal development, marketing and financial management. An analysis of owner-manager's awareness, use and perceptions of non-start-up assistance suggests that the identified gaps are not being adequately addressed by other schemes and initiatives. Interview evidence suggests that the limited scale of support available to young micro businesses is perceived to be a particular constraint upon the growth opportunities available to post start-up firms. Drawing on quantitative results and evidence from in-depth interviews, a possible framework for providing effective support for young post start-up businesses in Devon and Cornwall is developed. This proposes the use of a network based approach to both the evaluation of support needs and the provision of assistance. Recognising the varying growth needs, capabilities and ambitions of the owner-managers studied, emphasis is placed upon close cooperation between interested bodies in evaluating the prospects of firms and an individual approach to support delivery. However, it is concluded that in providing assistance for young post start-up firms, a broadly inclusive approach should be adopted. In making recommendations for further research, the limited employment growth experienced by most of the firms studied for this research is recognised as a weakness. A number of methodological improvements are suggested, particularly in relation to the measure of growth used.

Family business is the most prevalent form of business organisation and accounts for about 70% of all companies in European countries. Studies of this sector attract an unusually diverse group of researchers and practicioners. A review of the growing literature reveals that most of the recent family business studies generally discuss succession issues which may be of particular concern to family businesses, and they often lack a firm empirical basis. furthermore, there exists a shortage of studies that establish linkages between family business succession issues and business performance. The importance of this study is acknowledged by the fact that it gives empirical evidence that links the succession issues and the state of performance in small and medium sized family businesses in the UK. Specifically, this thesis tries to develop a multifaceted concept of succession and investigates its relationship with multiple dimensions of financial performance, such as return on capital employed (ROCE), return on shareholder equity (ROSE), profit margin, return on total assets (ROTA), sales growth, progit growth, employment growth and employee productivity. In the research, propositions were generated based on Morris el's (1997) model of perspectives on the relationships between succession issues, characteristics of the transfer and post-transition performance. Morris et al's model classifies succession issues into three dimensions, namely preparation of heirs, nature of family and business relationships and planning and control activities. In this study, apart from these three dimensions, an additional dimension, focusing on compensation issues, was incorporated based on the literature. One primary hypothesis is to investigate whether business performance is associated with the four latent dimensions of underlying succession issues. In addition, this study focuses on the influence of business objectives on business performance. The literature suggests that family considerations and business performance can be competing goals in the family businesses (eg Dunn, 1995). Therefore it is very important to investigate whether business objectives have any impact on business performance. A stratified sample of 924 small and medium sized family controlled businesses was selected from the FAME (Financial Analysis Made Easy) database. 169 Usable responses were received, making the response rate 18.3%. With the sample, a variety of statistical techniques were used to analyse the data. Factor analysis and reliability analysis were employed to build up a succession issue scale. Hierarchical cluster analysis was involved for grouping family businesses, according to their commonalities on succession issue views, plus the subsidiary factors of business age and business size. Finally one way ANOVA and correlation analysis were conducted to determine the relationships between family business succession issues and business performance. Further development of the research was undertaken in two steps. First the assumed influence of subjective variables, such as business objectives on the business performance was investigated. A second postal survey was sent to the 169 companies which replied in the first survey and seventy usable responses were received (the response rate was 41.4%). Secondly, in depth interviews (six case studies) were conducted with incumbent managers and potential successors, which reveal that succession issues and business objectives both have significant relationships with various dimensions of performance, ie profitability ratios, growth ratios and efficiency ratios. It is therefore suggested that business owner-managers use multidimensional conceptualisation to consider succession issues and business objectives to better balance requirements for both family and business to achieve competitive advantage in running their business. Avenues for future research are also addressed at the end of the thesis.

Thesis (MTech (Cost and Management Accounting))--Cape Peninsula University of Technology, 2015.
The broad aim of this research was to investigate the working-capital management practices of Small Medium and Micro Enterprises (SMMEs) in the Cape Metropole. The study was motivated by a lack of research on the workingcapital management practices of SMMEs. Data was collected by means of a questionnaire that comprised closed-ended questions. The findings of the study indicate that most SMMEs manage their cash effectively; however only a minority hold cash for speculative purpose, invest their surplus cash profitably and use computers to manage cash. By contrast, only a minority of the SMMEs sell on credit. Of those that do, only a minority review their credit criteria annually, send reminders to debtors, charge interest for delayed payment, send prompt statements and use computers to manage their receivables. Likewise, only a minority of the SMMEs purchase on credit. Of those that do, a majority pay promptly to take advantage of discounts and thus only a minority settle their accounts on the last date allowed. Interestingly, most of the SMMEs that purchase on credit use computers to manage their payables. Only a minority of the SMMEs perceive a lack of skills, resources, personnel and time as factors that inhibit them from managing their workingcapital effectively. The findings of this study provide invaluable insights on the weaknesses in the working-capital management practices of SMMEs, which could be used to inform future endeavours of the Government when establishing interventions meant to improve the survival rates of these entities. The findings may also assist SMMEs to gauge and review their working management practices, particularly their receivables and payables, with a view to optimising the benefits derived from these components of working-capital.

In a global economy, companies that are able to engage in international trade may have a competitive advantage over others. Increased globalization is also increasing the demand for effective global supply management practices. Building on Lorenz's chaos theory, this instrumental case study explored the strategies that 4 senior managers from small and medium-sized enterprises in Indianapolis, Indiana used to reduce disruptive vulnerabilities in the supply chain continuum. Review of company documents served as the second data collection method. Rowley's 3-step analysis guided the coding process of the interview data, and the trustworthiness of interpretations was enhanced through methodological triangulation of company records. Findings revealed 3 strategies that these senior managers relied on for remaining strategically competitive in a global environment: understanding the communication challenges and addressing the issues, risk mitigation, and human capital management. Findings from this study may contribute to business practice and social change by providing business leaders with information about effective strategies to remain competitive or to explore international ventures while focusing on environmental causes. Sustainable practices lead to cost reduction for the organizations and a cleaner environment for the surrounding community.

Thesis (MBA)--University of Stellenbosch, 1994.
ENGLISH ABSTRACT: This research attempts to give an alternative conceptual model according to which potential small business owners should construct market and financial viability studies for proposed new small enterprises. A study was made of the theoretical requirements prescribed for market and financial viability. This theoretical requirements were compared to the extent in which data is presented in practice to financial institutions to meet their own viability requirements. Primary data was collected from the subsidiary companies of ABSA Bank and small business owners in the Cape Peninsula. The final analysis suggests that very few small business owners conduct thorough market or financial viability studies during start up or during the different growth phases of their businesses. They rely mostly on banks and other financial institutions for guidance. A suggestion is made that financial institutions conduct their own research to determine whether their requirements for market and financial viability are still viewed as realistic by small business owners.
AFRIKAANSE OPSOMMING: Die navorsing poog om 'n alternatiewe konsepsuele model weer te gee waarvolgens potensiele kleinsake-eienaars mark- en finansiele lewensvatbaarheidstudies vir voorgenome nuwe klein ondememings behoort uit te voer. 'n Studie is van die voorgeskrewe teoretiese vereistes vir mark- en finansiele lewensvatbaarheid gedoen. Hierdie teoretiese vereistes is vergelyk met die mate waartoe sulke data wel deur kleinsakelui aan finansiele instansies aangebied word om aan hulle eie lewensvatbaarheidvereistes te voldoen. Primere data is versamel by die filiale van ABSA Bank en kleinsake-eienaars in die Kaapse Skiereiland. Die gevolgtrekking word gemaak dat baie min kleinsake-eienaars wel deeglike mark- en finansiele lewensvatbaarheidstudies doen gedurende die aanvang van hul besighede of gedurende die onderskeie groeifases van hul ondernemings. Hulle steun meesal op banke en ander finansiele instellings om leiding te verskaf. Daar word voorgestel dat finansiele instellings ook navorsing doen of die vereistes wat hulle stel vir lewensvatbaarheid, nog steeds as realisties deur kleinsakelui beskou word.

Ninety-five percent of all aviation businesses are small businesses; from 2009-2012, small aviation business operations decreased by 10.2% and resulted in a loss of $4.4 billion in revenue. The purpose for this multiunit case study was to explore what strategies small aviation businesses leaders used to reduce or control operating expenses for profitability. The sample comprised 3 small aviation businesses located in Middle Tennessee. The conceptual framework for this study built upon systems theory and sustainability theory. The data were collected through semistructured interviews and company documents. Member checking was completed to strengthen creditability and trustworthiness. Based on the methodological triangulation of the data sources collected, 5 emergent themes were identified after completing the 5 stages of data analysis: buying or purchasing power, being customer focused, having the right employees, having the right equipment, and leadership. When small aviation business owners incorporate these themes into their business model, they may increase the prosperity of their companies, the employees, their families, the surrounding communities, and the local economy. The findings from the study may contribute to social change by providing insights and strategies for small aviation business leaders in reducing operating costs for profitability. The data from this study may contribute to the prosperity of the small aviation business leaders, their employees, their families, the surrounding community, the local airport, and the local economy. By reducing operating expenses, small aviation business leaders will have more money to invest in the local community and the economy.

Thesis (MBA)--Stellenbosch University, 2001
ENGLISH ABSTRACT: Small businesses are the traditional source of local and national economic growth. Small businesses in South Africa absorb almost half the people formally employed in the private sector and contribute nearly thirty seven percent to the country's gross domestic product. Unfortunately small businesses also have the reputation of a high failure rate some literature quote figures as high as sixty six percent of all small businesses within the first six years of their existence. An Australian survey indicated that nearly sixty five percent of all business failures were caused by controllable factors, which implicates that the use of consultants, or simply better management of the small business, could have prevented the failure. This study explains why small business owners are so reluctant to make use of outside consultants and looks into the most common causes of small organisation failure. This research project is designed as an incremental development study, where an existing model is adjusted to focus on a smaller nische market. A consulting model, developed to use in large organisations, was evaluated by identifying the problem areas that most often cause small organisations to fail and then comparing them to the areas addressed in the existing model. The conclusion reached was that although this model will definitely help small business owners to improve their businesses, it doesn't address the mest common causes of small business failure and adjustments is needed to customise this product for the small organisation. Based on the available data on the most common causes of small organisational failure, a new model is developed, which addresses the specific causes of small organisation failure. The new model gives examples of what would be in place in an organisation where the relevant critical success factor is successfully implemented as well as examples of what the situation will be if the relvant factor is absent. The small business owners evaluate themselves on a scale of one to ten. The model has a dual purpose, firstly to create an awareness with the owner of the full spectrum of factors that need to receive attention in a small organisation, and secondly to give a benchmark against which progress on each of the critical success factors can be measured.
AFRIKAANSE OPSOMMING: Klein besighede vorm die ruggraat van die Suid Afrikaanse ekonomie, met byna sewe-en-dertig persent van die Bruto Nasionale Produk (BNP), wat aan klein besighede toegeskryf kan word en as werkverskaffer aan bykans die helfte van alle werknemers wat formeel in diens is van die private sektor. Ongelukkig het klein besighede ook die reputasie van 'n groot mislukkingskoers met mislukkings so hoog as ses-en-sestig persent van alle klein besighede in die eerste ses jaar van die ondernemings se bestaan. 'n Australiese studie het getoon dat ongeveer vyf-en-sestig persent van die oorsake van klein besigheid mislukkings aan beheerbare faktore toegeskryf kan word. Met ander woorde hulp van konsultante, of bloot beter bestuur van die klein besigheid, kon die mislukking verhoed het. Hierdie werkstuk kyk na redes hoekom konsultante so min deur klein besighede gebruik word en na die mees algemene oorsake van klein besigheid mislukkings. Die werkstuk neem die vorm aan van 'n inkrementele ontwikkeling studie waar 'n reeds bestaande evaluasie model, aangepas word om te fokus op 'n kleiner nismark. 'n Konsultasie model, wat ontwikkel is vir gebruik in die diagnostiese fase van die konsultasieproses vir groot besighede, is ondersoek en daar is gekyk watter van die mees algemene faktore vir klein besigheid mislukking in hierdie model aangespreek is. Die gevolgtrekking was dat alhoewel die model definitief klein besigheids eienaars sal help om hul organisasies te verbeter, dit meeste van die oorsake vir mislukking in klein besighede nie direk aanspreek nie, en dat aanpassings van die model nodig is. Gebasseer op reeds bestaande navorsing oor die oorsake van klein besigheid mislukkings, is 'n nuwe model ontwikkel, wat spesifiek gerig is daarop om die mees algemene oorsake van mislukking aan te spreek. Die hersiene model gee voorbeelde van wat in plek sal wees in 'n organisasie waar die kritieke suksesfaktor suksesvol geimplementeer is asook voorbeelde van hoe die situasie daar sal uitsien indien die relevante faktor afwesig is. Klein besigheidseienaars evalueer hulself op 'n skaal van een tot tien. Die doel van die model is tweeledig, eerstens om die eienaar attent te maak op die volle omvang van faktore waaraan aandag gegee moet word, en tweedens om 'n riglyn te bied waarteen vordering op elkeen van die kritieke sukses faktore gemeet kan word.

Declines in federal spending from continuing resolutions and sequestration events during the 2011 – 2014 time frame reduced and delayed government purchases of products and services from small business owners operating in the federal sector. These actions affected the survivability of many federal sector small businesses, yet some leaders thrived and grew their firm’s revenues while others struggled or failed while operating under the same economic conditions. Exploring the successful actions that enabled leadership effectiveness during this time frame and under these business conditions was the dominant activity in this study. Examples of success practices included the use of rolling forecasts for financial planning because leaders must adjust monthly to unpredictable revenue streams resulting from federal budget uncertainty. Leaders must acquire and operate government-approved business management systems, follow un-optimized business processes codified throughout federal regulations, and invest in employees’ education and experience so each meets minimum eligibility requirements for working on contracts. Leaders must also manage the real risk of the federal government terminating their contracts without explanation for its own convenience, and losing competitively awarded contracts in instances in which the government decides to insource that work from the contractor for its own benefit. The successful practices of federal sector small business leaders identified in this study are nuanced from commercial sector practices. This new research may facilitate the refining of operating models applicable for both the federal and commercial business sectors, with such understanding benefiting and enabling greater business success among struggling federal sector small business owners and leaders.

Esta dissertação analisa o gerenciamento cultural ao longo do ciclo de vida de uma organização familiar. Para tanto, foi feito um estudo de caso do Tex Mex Restaurante, uma pequena cadeia brasileira de restaurantes mexicanos, uma empresa familiar fundada no Rio de Janeiro em 1996 que atualmente tem três restaurantes próprios e um franqueado. Com base em uma pesquisa qualitativa, neste trabalho foi analisado o posicionamento do Tex Mex Restaurante ao longo de sua história segundo algumas tipologias culturais identificadas na literatura. O resultado deste estudo reforça a literatura sobre o tema referente a questão da forte correlação entre cultura e ciclo de vida, evidenciando a importância de algumas variáveis como: processo de comunicação, estrutura de poder e processo decisório no gerenciamento da mudança organizacional e no alinhamento de novas estratégias de desenvolvimento corporativo com a cultura familiar.
This essay focuses on analyzing the cultural management of a small family business through the organization life cycle. To reach this goal a thorough research was conducted involving a case study of a small family business founded in 1996, Rio de Janeiro, currently with three stores and one franchise: Tex Mex Restaurant. On the basis of a qualitative analysis, in this work the positioning of the company was analyzed during its existence, according to some cultural typologies identified in current literature. The result of this study strengthens literature on the referring subject analyzed and its strong correlation between organizational culture and organizational life cycle, evidencing the importance of some variables as: process of communication, power structure and decision process in the management of the organizational change.

Dissertation submitted in fulfillment of the requirements for the degree Master Technologiae: Quality in the Faculty of Engineering at the Cape Peninsula University of Technology
Beginning in the United States in December 2007, and with much greater intensity since September 2008, much of the industrialised world is being subjected to an economic downturn, which manifests in unemployment, small-business lending, and in particular, the closing of small business enterprises, etc. Customer satisfaction, quality and retention are global issues that affect all organisations, no matter whether they are large or small, profit or non-profit, global or local. In a globally changing landscape characterised by continuous structural changes and enhanced competitive pressures, the role of small business in society has become even more important as providers of employment opportunities and key players for the well-being of local and regional communities. Under the current global worldwide economic crisis, small business is considered to be a major force behind the South Africa‟s economy. Regarding the implementation of quality, probably the most serious constraints a small firm has is that the manager is almost constantly under time pressure, usually dealing with the urgent staff and operational matters.Especially in very small companies, the manager usually has to cope with to all issues irrespective of their nature, in addition to day to day duties such as record keeper, inventory management and scheduling. Ironically, it is this type of small business that needs quality solutions because quality strategies do not from the basis of the traditional small business enterprises, thus impacting on the successful management of the business environment.

Small business enterprises (SBEs) are significant contributors to business growth and employment in the United States, but despite governmental support, the failure rate of SBEs is high. Some small business leaders lack the critical management skills to detect or discover when underperformance in revenue-generation is due to gaps in organizational knowledge or business practices associated with managing knowledge assets. Guided by the knowledge-based view of the firm, the purpose of this multiple case study was to address that gap by exploring the skills needed by leaders to understand how deficiencies in their knowledge management practices contribute to underperformance. Semistructured interview data were collected from a sample of 10 small business leaders in the northeast and west. Data from publicly available documentation consisting of sales brochures, press releases, and participant company websites were also collected. Data analysis entailed using keyword frequency comparisons, coding techniques, and cluster analysis. The key themes indicate that the participants' document management practices and misaligned core business practices impeded value creation. The recommended change in business practices for small business leaders is to formalize social engagement with customers, use document management tools, and adopt process management techniques. The implications for social change include mitigating the harmful effects of business failure on society associated with job loss, stress-related disabilities, and reduced charitable donations to groups serving disadvantaged citizens. The beneficiaries of this research include small business leaders, business practitioners, and policy makers.

The purpose of this study is to address the knowledge gap regarding competitor study practices in small enterprises, to develop new theory, and to present 'best competitor study practices'. It uses a cross-sectional qualitative multi-case study methodology to study these practices of 7 small Dutch business-to-business enterprises. The study reveals that the SE's life cycle stage development is not related to the development of competitor study activities. The pace and intensity of these activities is dictated by the external environment's competitive intensity. SE owner-managers play leading roles and are fully involved in this competitor study. Other SE managers are only partially involved in operational study. SE owner-managers with Business Administration educations use more data sources than those without this discipline. The research uses strong, stable and weak relative competitive market positions to categorize the 7 SEs, and discovers relationships between SE competitor study activities and these positions. SEs with strong positions place a low importance on competitors, and they do not cooperate with them. These SEs study new technology, and they are neutral or negative about the usefulness of competitor study. Their subjects are strategic, and they use the highest number of sources, personal sources, external sources, and external direct data sources. SEs with weak positions place a high importance on competitors and cooperate with them. They focus on tactical competitor subjects, and they are positive about its usefulness. These SEs use the lowest number of sources, personal sources, external sources, and external direct data sources. They are also responsible for most of the discovered unethical and illegal data collection practices. SEs with strong or stable relative market positions improve their market positions with developed absorptive capacities, whereas SEs with weak relative market positions do not. The implication of these outcomes is that they establish the new theory regarding SE competitor study. The main limitations of this cross-sectional study are the use of only a selected, non-random small number of Dutch business-to-business small enterprises in a small geographical region and in various industry sectors. The study's implication for practice are 3 'best practice' competitor study recommendations sets relative to the 3 SE relative competitive market position categories. Finally, the study presents recommendations to the Dutch government how to it could improve the law against illegal data collection and how it could communicate this law to Dutch SMEs.

Thesis (MTech (Internal Auditing))--Cape Peninsula University of Technology, 2010
Developing countries face the great challenge of balancing growth with equity and justice. Growth, in all its fairness, should translate into equitable opportunity for all, but as is observed, the distributional effect of growth often does not filter down to the majority of the socially and economically disadvantaged communities. It is imperative in these situations to embark on a process of developmental change to improve the quality of life of the majority of the disadvantaged community. South Africa used this strategy to endeavour to encounter or reverse the political history of the country, by encouraging entrepreneurs of previously disadvantaged racial groups through the Department of Trade and Industry (DTI) to open small businesses. The South African Government believes that the development, growth and sustainability of the Small, Medium and Micro Enterprise (SMME) sector will help the country to decrease the high unemployment rate, and lead the country as a whole to a sustainable economical development. Research has shown that this aim can no longer be achieved by only facilitating access to finance to entrepreneurs. They argue that some management strategies such as risk management should be introduced, understood and applied by small business owners, in order for their businesses to go beyond their actual estimated survival period referred as 3 to 5 years maximum. This research provides background to which risk management techniques are applied within the ambit of small enterprises. The data were collected from eighty eight companies drawn from a possible of 150 small enterprises found in the Cape Metropole. The analysis of data of those who responded has shown that very few SMME owners, managers, entrepreneurs or key designated employees make use of risk management tools and techniques within their businesses, to achieve growth and sustainability. However, the majority agreed to the high importance of risk management in the success of a business enterprise.

Small businesses are vital to the health of the United States economy, as they account for approximately 50% of all jobs and 99% of all firms. Historically, there has been a problem with small businesses being able to sustain their operation beyond 10 years. The purpose of this multiple case study was to explore the business strategies some small business owners used to sustain their company beyond 10 years of operation. The sample consisted of 3 small business owners who have been in operation for 10 or more years in Birmingham, Alabama. The conceptual framework for this study was the general systems theory. The data were collected from semistructured interviews, profit and loss statements, and cash flow statements. Transcript review and member checking were completed to strengthen credibility and trustworthiness. Based on the methodological triangulation of the data sources collected, 3 emergent themes were identified after completing the 5 stages of data analysis: (a) great customer service, (b) building relationships, and (c) finding your passion. The findings from this study may contribute to social change by providing insights and strategies for small business owners in creating and operating a sustainable business. The data from this study may contribute to increased job creation, improved local communities through tax revenues, and decreased unemployment rates throughout the United States.