Artykuły w czasopismach: „Owner-managers”

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Holmen, Martin, i Jonas Råsbrant. "Owner-managers’ equity portfolio choice". Corporate Ownership and Control 4, nr 1 (2006): 37–48. http://dx.doi.org/10.22495/cocv4i1p3.

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Some studies have shown that managers concentrate large fractions of their wealth in the equity of their own firm. In this paper we use a unique dataset and investigate how Swedish owner-managers invest remaining wealth conditional on a major investment in their own firm. We find no evidence that owner-managers seek diversification benefits when they invest remaining wealth. Instead some owner-managers invest remaining wealth in the industry where they already have a substantial capital investment. We conclude that some owner-managers seek to exploit their industry-specific superior information when they invest wealth not tied up in their own firms

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Wahlgrén, Asta, i Rosemary Stewart. "Owner-managers: freedoms and constraints". Strategic Change 12, nr 1 (styczeń 2003): 21–29. http://dx.doi.org/10.1002/jsc.620.

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Lorenz, Melanie P., John E. Gamble, David L. Turnipseed i K. Mark Weaver. "Do Owners and Managers Really Differ?" International Journal of Entrepreneurship and Innovation 16, nr 3 (sierpień 2015): 171–81. http://dx.doi.org/10.5367/ijei.2015.0190.

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This study examines the determinants of satisfaction with overall firm performance by owner- and non-owner-managers of SMEs. It is expected that owners of SMEs will develop contracts for non-owner-managers or monitoring practices that align the interests of agents and principals. As a result of interest alignment, the relationships between entrepreneurial orientation, views on intangible resources, focus on performance metrics and satisfaction with overall financial performance should be similar for owner- and non-owner-managers of SMEs. The study results show differences in risk-taking behaviour and views of resource development between owner-managers and non-owner-managers. However, a strong relationship between short-term performance and overall satisfaction with financial performance existed in the sample of both owner-managers and non-owner-managers.

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Denis, David J., i Diane K. Denis. "Majority owner-managers and organizational efficiency". Journal of Corporate Finance 1, nr 1 (marzec 1994): 91–118. http://dx.doi.org/10.1016/0929-1199(94)90011-6.

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Amdouni, Sarra, i Sabri Boubaker. "Multiple Large Shareholders And Owner-Manager Compensation: Evidence From French Listed Firms". Journal of Applied Business Research (JABR) 31, nr 3 (4.05.2015): 1119. http://dx.doi.org/10.19030/jabr.v31i3.9243.

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The objective of this study is to examine the relation between complex ownership structures and managerial compensation. More specifically, we examine the impact of the owner-managers excess control and the presence of multiple large shareholders (MLS) on the owner-managers compensation. Using a sample of French publicly listed firms, the results reveal several important points. First, the owner-managers compensation increases with the owner-managers excess control. This finding indicates that managers use their power to increase their pay, hence expropriating minority shareholders. Second, the presence of MLS decreases managerial opportunism and prevents owner-managers from diverting corporate resources for their own benefit. Hence, MLS play an important monitoring role.

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Mohd, Rohani, Badrul Hisham Kamaruddin, Mazzini Muda, Salwana Hassan i Khulida Kirana Yahya. "Malay Owner Managers of SMEs: The Typology". Procedia Economics and Finance 37 (2016): 86–92. http://dx.doi.org/10.1016/s2212-5671(16)30097-1.

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Chan, K. F., i Theresa Lau. "Are small business owner/managers really entrepreneurial?" Entrepreneurship & Regional Development 5, nr 4 (styczeń 1993): 359–68. http://dx.doi.org/10.1080/08985629200000023.

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GIMENEZ, FERNANDO A. P., CLEUFE PELISSON, EUGÊNIO G. S. KRÜGER i PAULO HAYASHI. "SMALL FIRMS' OWNER-MANAGERS CONSTRUCTION OF COMPETITION". Journal of Enterprising Culture 08, nr 04 (grudzień 2000): 361–79. http://dx.doi.org/10.1142/s021849580000019x.

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This study explores how small firms' owner-managers view competition in their business environment and how this view may be associated with specific strategic choices leading to a competitive position in their markets. Its main research question deals with why different small firms' owner-managers choose different competitive strategies in a given industry setting. One of its main contentions is that in examining this phenomenon it was necessary first to explore the mental categorisations that guide the entrepreneurs' understanding of their competitive environment. Competition is a core concept in strategic management, and analysis of competitors' strategies is thought to be essential for a better understanding of competition and strategy formulation (Porter, 1980). Top managers' understanding of their competitive systems influences their decisions and acts, and in turn shapes their environment (Weick, 1979). As Zahra and Pearce (1990) have indicated, there is considerable theoretical and practical importance in further exploration of the processes that influence decision choices of dominant individuals within an organisation. One situation in which the views of an individual (as opposed to those of a political grouping) are likely to be dominant is that of the small business owner-manager, suggesting that studying samples of entrepreneurs could be a starting point for developing more psychological models of strategic choice. Data were collected with a sample of small firms' owners and managers running their businesses in the city of Londrina, Pr. The data collection procedures involved detailed and systematic interviews. A cognitive perspective was followed using Repertory Grid Technique that is derived from George Kelly's Personal Constructs Psychology. This technique allowed for the elicitation of constructs adopted by the respondents in the process of making sense of their competitive environment. Further data analysis indicated the most common features associated with the entrepreneurs' view of competitors' strategies. This allowed for the construction of taxonomy of strategic positions based on respondents' perception of their competitive environment.

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Stanger, Anthony, Bet Roffey, David Forsaith, Elspeth McInnes, Franca Petrone, Chris Symes i Maria Xydias. "Gender Differences in Small Business Owner-Managers". International Journal of Entrepreneurship and Innovation 3, nr 2 (maj 2002): 93–107. http://dx.doi.org/10.5367/000000002101299097.

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Based on the findings of a literature review of over 425 articles and reports on women in small business commissioned by the Department of Industry, Science and Tourism in Australia, factors that have a gender-specific impact on women in small business are identified. These factors include age, education and experience; motivations, values and risk-taking; business and financial planning; financing; training and business assistance needs; networks and mentoring; and legal issues. Suggestions are made on how the help and advice of accountants and other assistance providers may be influenced by these gender differences.

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Steinerowska-Streb, Izabella, i Anna Wziątek-Staśko. "Innovations in family firms: a study of owner-managers’ knowledge development". Journal of Family Business Management 10, nr 3 (20.12.2019): 247–64. http://dx.doi.org/10.1108/jfbm-09-2019-0058.

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Purpose The purpose of this paper is to identify the relationship between family firms’ innovation output and the continuous knowledge development of owner-managers. Moreover, the study aims to investigate the effect of the level of owner-managers’ educational background on family firms’ innovation. Design/methodology/approach The data originate from a primary research conducted in Poland. A log-linear analysis was used to verify the hypotheses. Findings The findings demonstrate that the positive relationship between the higher levels of education of owner-managers and the innovation output of family firms does not exist. However, the innovativeness of family firms is determined by the continuous development of owner-managers’ knowledge. Family firms whose owner-managers continuously expand their knowledge introduce significantly more product and marketing innovations. This relationship appears independent of firm’s size, type of business activity and owner-managers’ educational level. Practical implications Understanding how the continuous development of owner-managers’ knowledge influence the firm’s innovation output is potentially valuable for managers of family firms. The findings offer also practical suggestions for policymakers on how to support structures that aim to enhance innovation in family enterprises. Originality/value This study contributes to the family business literature by presenting quantitative findings describing links between family firms’ innovation outputs and continuous knowledge development of owner-managers. Thus, the study broadens knowledge on factors determining innovation of family firms and influencing family business heterogeneity.

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PREECHANONT, PIYANUCH, i TAO LU. "A COMPARATIVE STUDY OF SMALL BUSINESS OWNER-MANAGERS' IDENTITY CONSTRUCTION IN B2B RELATIONSHIP MARKETING AND BUSINESS NETWORKING DISCOURSE IN THE UK AND CHINA". Journal of Enterprising Culture 21, nr 04 (grudzień 2013): 495–532. http://dx.doi.org/10.1142/s0218495813500192.

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In a small business context, the importance of relationship marketing has not attracted much academic attention. This study explores the discursive resources on which small business owner-managers draw, when making sense of business to business (B2B) relationships and networks and constructing identities in various socio-cultural contexts. Through unstructured interviews with 21 British and 22 Chinese owner-managers, we find that both British and Chinese respondents show a noticeable preference for long-term interactive relationships and portray themselves as being interpersonal skillful. Yet British owner-managers describe themselves as being relational, trustworthy, and committed mostly at interorganizational level. According to them, interpersonal relationships are merely employed as a marketing technique supporting organizational goals. In contrast, Chinese owner-managers make sense of their identity merely at interpersonal level. They shape their self-images as trustworthy "friends" on both cognitive and affective dimensions. Chinese owner-managers present themselves as being personally committed to their relationship partners and highlight the importance of being reciprocal, cooperative, flexible, empathetic, respectful of "face", and willing to compromise. Chinese owner-managers verbally attach interorganizational relationship to interpersonal relationship and thus present a more complicated image of self. Some discourses of Chinese owner-managers show similar pattern of sensemaking with British owner-managers. This echoes structural changes of economic ideology as well as legal and contractual infrastructure. The concrete findings support the utility of sensemaking and identity construction as a framework for studying relationship marketing and business networking.

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Huang, Sean Shenghsiu, i John R. Bowblis. "Workforce Retention and Wages in Nursing Homes: An Analysis of Managerial Ownership". Journal of Applied Gerontology 39, nr 8 (31.08.2018): 902–7. http://dx.doi.org/10.1177/0733464818795433.

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Owner-managers are administrators that hold significant equity interests in the facility they operate. We examine how the presence of owner-managers is related to the workforce outcomes of retention and wages in nursing homes (NHs). Using a sample of for-profit NHs in Ohio from 2005 to 2015, multivariate regression analysis compares workforce outcomes in facilities operated by owner-managers to salaried managers. On average, owner-managed NHs have higher workforce retention rates, with larger effects among chain-affiliated NHs. Better retention is not achieved through higher wages, as we do not find higher wages at owner-managed NHs. Further qualitative studies are warranted to identify the exact mechanisms which lead to owner-managers having better staff retention rates. Plausible mechanisms include greater autonomy to allocate resources and create policies that foster a work environment that achieves better retention while maintaining financial sustainability.

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KOTEY, BERNICE. "PLANNING, ENTERPRISE PERFORMANCE AND OWNER/MANAGER PERSONAL VALUES". Journal of Enterprising Culture 03, nr 04 (grudzień 1995): 409–26. http://dx.doi.org/10.1142/s0218495895000210.

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The research demonstrates that owner/managers who undertake planning are distinguishable from those who do not plan in terms of personal values and performance levels. Data was obtained from a mail survey of small business furniture manufacturers in New South Wales, Australia. The analysis was based on 224 responses, a response rate of 34%. A typology of owner/managers was constructed, based on personal value factors, using cluster analysis. Differences among personal value types with respect to planning and enterprise performance were examined by multivariate analyses of variance using deviation contrasts. The results suggest that, in general, owner/managers place little emphasis on planning. However, some owner/managers undertake more planning than others. Owner/managers who placed greater emphasis on planning were identified with entrepreneurial personal values and with higher performance levels than those with lesser emphasis on planning.

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Jaouen, Annabelle, i Frank Lasch. "A new typology of micro-firm owner-managers". International Small Business Journal: Researching Entrepreneurship 33, nr 4 (19.11.2013): 397–421. http://dx.doi.org/10.1177/0266242613498789.

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Pryor, Mildred Golden. "Small Business Systems and their Entrepreneurial Owner-Managers". Journal of Applied Management and Entrepreneurship 22, nr 3 (1.07.2017): 42–53. http://dx.doi.org/10.9774/gleaf.3709.2017.ju.00005.

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Reyes, Gregory. "Strategy and professional identity of VSE owner-managers". International Journal of Entrepreneurship and Innovation Management 22, nr 1/2 (2018): 152. http://dx.doi.org/10.1504/ijeim.2018.089716.

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Reyes, Gregory. "Strategy and professional identity of VSE owner-managers". International Journal of Entrepreneurship and Innovation Management 22, nr 1/2 (2018): 152. http://dx.doi.org/10.1504/ijeim.2018.10010672.

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Babalola, Sunday Samson. "Determinants of Unethical Business Behaviour among Owner–Managers". Journal of Human Values 15, nr 1 (styczeń 2009): 61–75. http://dx.doi.org/10.1177/097168580901500105.

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Woods, Adrian, i Paul Joyce. "Owner-Managers and the Practice of Strategic Management". International Small Business Journal: Researching Entrepreneurship 21, nr 2 (maj 2003): 181–95. http://dx.doi.org/10.1177/0266242603021002003.

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LeBrasseur, Rolland, Huguette Blanco i John Dodge. "Growth intentions of owner-managers of young microfirms". New England Journal of Entrepreneurship 9, nr 1 (1.03.2006): 11–21. http://dx.doi.org/10.1108/neje-09-01-2006-b001.

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A survey of young microfirms was conducted to investigate their growth intentions. The findings confirm the distinct profiles of four types of firms categorized on the basis of current and future employment: Lifestyler, Entrepreneur, Manager, and Mover. They differ in terms of the owner's perceptions of the desirability and practicality of growing their firm, and with respect to the moderating variables of industry affiliation, business location, and investment level. Research issues and service implications for business support agencies are identified.

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Greenbank, Paul. "Does class matter? Mentoring small businesses' owner‐managers". Journal of European Industrial Training 30, nr 8 (październik 2006): 639–52. http://dx.doi.org/10.1108/03090590610712296.

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N., Ndlovu, Shumba V. i Vakira E. "The Influence of Experience and Owner-Managers Education on SME Performance: Case of Motor Spares Enterprises at Kelvin Light Industries in Bulawayo". Journal of Economics and Behavioral Studies 10, nr 4(J) (14.09.2018): 22–31. http://dx.doi.org/10.22610/jebs.v10i4(j).2403.

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The continued failure of small to medium enterprises and lack of growth of those that survive, continue to pose some challenges to the Zimbabwean economy. Lack of experience and education by ownermanagers of SMEs, is one of the major challenges impeding their survival and growth. The study sought to establish the influence of experience and owner-managers education on SME performance specifically focusing on motor spares SMEs at Kelvin Light Industries in Bulawayo. The objective of this study, therefore, was to analyse the relationship between experience and owner-managers education and the performance of SMEs. The descriptive research design was employed in this study. The researcher adopted stratified sampling technique supported by simple random technique to select participants from the population. Closed-ended questionnaires were used to collect data from owner-managers operating at Kelvin Light Industries. SPSS version 20 was used to analyse and present the data. The results of the study showed that there was a strong relationship between both education and experience of owner-managers on SME performance. The researcher recommends that owner-managers should continuously receive training on how to run and manage their SMEs. Owner-managers should employ human capital on merit which would give them a competitive advantage in business.

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Acheampong, Owusu, Courage Simon Kofi Dogbe i Faisal Iddris. "Sustainability Reporting by Owner-Managers of SMEs: The Perspective of Theory of Planned Behavior (TPB)". Problemy Zarządzania - Management Issues 2022, nr 3 (97) (10.11.2022): 27–46. http://dx.doi.org/10.7172/1644-9584.97.2.

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Purpose: The study assessed how owner-managers’ psychological attributes (attitude towards behavior, subjective norms, and perceived behavior control) influenced sustainability reporting among SMEs. Design/methodology/approach: The study was based on cross-sectional data gathered using a structured questionnaire as the research instrument. The population of the study comprised SMEs in Kumasi metro of Ghana. The study focused on 213 SMEs, and respondents were owner-managers. The data analysis was based Structural Equation Modeling (SEM) run in Amos (v.23). Findings: Owner-managers’ attitude towards behavior had a significant positive influence on sustainability reporting among SMEs. Similarly, SME owner-managers’ subjective norms positively influenced sustainability reporting. Also, SME owner-managers’ perceived behavior control positively influenced sustainability reporting. Among these variables, however, attitude towards behavior had the greatest impact. Research limitations/implications: The study used a closed-ended questionnaire to solicit responses from respondents. Such a questionnaire acknowledges the presence of inherent problems of not permitting respondents to explicitly express their own views as they may wish. Practical implications: The findings of the study have an important implication for considerations by the government in trying to encourage owner-managers to adopt or improve sustainability reporting behavior among SMEs in Ghana. Social implications: This study contributes to solving the societal need for sustainability by identifying how owner-managers’ psychological characteristics influence sustainability reporting. Originality/value: The theory of planned behavior has been used widely in a number of studies, but very little is known about how it could predict sustainability reporting among SMEs, especially in developing countries.

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AUDET, JOSEE, i ETIENNE ST-JEAN. "FACTORS AFFECTING THE USE OF PUBLIC SUPPORT SERVICES BY SME OWNERS: EVIDENCE FROM A PERIPHERY REGION OF CANADA". Journal of Developmental Entrepreneurship 12, nr 02 (czerwiec 2007): 165–80. http://dx.doi.org/10.1142/s1084946707000629.

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Public authorities throughout the world, recognizing both the importance and fragility of SMEs, have over the years created agencies and set up numerous venture development support and assistance measures. Despite all these efforts, SME owner-managers do not appear to make maximum use of the services available. Results from a survey of 70 SME owner-managers show that the likelihood of an SME using public support services increases as the perceived usefulness of public agencies and their services increases, and as the level of knowledge of public agencies increases. Furthermore, the probability of using public support services decreases as the experience of the owner-manager increases. On one hand, many owner-managers do not seem to understand the utility or relevance of the services the agencies provide, while on the other, they do not seem to know enough about the agencies working in their region. However, most of the owner-managers who had used the agencies felt the services they had received were appropriate to their needs. Therefore, the problem appears to lie more with the perceptions of certain owner-managers than with the nature or quality of the services themselves.

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Malone, Stewart C., i Per V. Jenster. "The Problem of the Plateaued Owner-Manager". Family Business Review 5, nr 1 (marzec 1992): 25–42. http://dx.doi.org/10.1111/j.1741-6248.1992.00025.x.

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This article discusses the phenomenon of plateaued, or suboptimizing behavior, by owner-managers of smaller companies. While it may appear that owner-managers have every reason to enjoy their professions and maximize the value of their businesses, we assert that many owner-managers devote their energies to activities outside the business. The article examines not only symptoms and possible causes of this type of behavior but also offers some alternatives for overcoming this problem.

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Centeno, Edgar, Jesus Cambra-Fierro, Rosario Vazquez-Carrasco, Susan J. Hart i Keith Dinnie. "The interplay between SME owner-managers and the brand-as-a-person". Journal of Product & Brand Management 28, nr 4 (15.07.2019): 555–72. http://dx.doi.org/10.1108/jpbm-10-2017-1645.

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PurposeThe purpose of this paper is to investigate the largely unexplored conceptualisation of the brand-as-a-person metaphor in small-to-medium-sized enterprises (SMEs) by examining its potential relation with the SME owner-manager, the pathways to its creation and development and the intuitive nature of this relationship.Design/methodology/approachA grounded theory approach was used, and data were collected through a set of 36 semi-structured interviews with 30 SME owner-managers in various sectors in Mexico.FindingsThe results indicate that SME owner-managers intuitively humanise their brands. The study revealed four pathways to develop the brand-as-a-person metaphor in the SME context: through personality traits, tastes and preferences, abilities and knowledge and values, all suggesting that SMEs’ brand-as-a-person metaphors are largely an extension of their owner-managers.Research limitations/implicationsThe paper presents a theoretical framework that illustrates the four pathways to the creation and development of brand-as-a-person that are derived from the brand’s relationship with the SME owner-manager. The results of cross-industry semi-structured interviews are limited to a single culture context.Practical implicationsSME owner-managers should first undertake an introspective personal assessment of their intuitive and conscious decision-making, as SME owner-managers often make decisions in an intuitive way. The results suggest that they should act in a more conscious, responsible and rational way when formulating their brand strategies.Originality/valueThis is the first study to clarify the profound influence of SME owner-managers’ personal characteristics, including personality traits, tastes and preferences, abilities and knowledge and values, on the brand-as-a-person metaphor. This study also confirms the intuitive learning strategy formulation of SME owner-managers’ branding practices and SMEs’ need for a more rational approach to branding.

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Poon, Wai Chuen, i Osman Mohamad. "Organisational context and behavioural complexity affecting ambidextrous behaviours among SMEs". International Journal of Organization Theory & Behavior 23, nr 3 (2.04.2020): 225–44. http://dx.doi.org/10.1108/ijotb-03-2019-0037.

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PurposeThe purpose of this paper is to examine the antecedents of exploitative and explorative behaviours and to give valuable insight into the role of ambidextrous behaviours in developing creativity and innovativeness among owner-managers in SMEs.Design/methodology/approachA review of existing literature was carried out and drawing upon owner-managers, a survey using structured questionnaires was carried out with a total of 183 useful responses received. The proposed model was analysed using SmartPLS v2.3.7.FindingsThe empirical result suggests that behavioural complexity and organisational flexibility encourages exploitative and explorative behaviours, while ambidextrous behaviours encourage creativity and innovativeness. Rigidity, on the other hand, hinders the cultivation of ambidextrous behaviours.Originality/valueThe paper entails useful implication by demonstrating that flexibility enables owner-managers to reconcile competing demands and consequently, cultivate innovative outcomes. In this regard, business owner-managers must learn implicitly how to juggle these contradictory demands, suggesting an internal balancing mechanism independent of the organisational context and individual behavioural complexity. This paper suggests that cultivation of exploitative and explorative behaviours among owner-managers is useful in encouraging ambidextrous behaviours among SMEs.

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Al Balushi, Yasmeen, Stuart Locke i Zakaria Boulanouar. "Determinants of the decision to adopt Islamic finance: evidence from Oman". ISRA International Journal of Islamic Finance 11, nr 1 (17.06.2019): 6–26. http://dx.doi.org/10.1108/ijif-02-2018-0020.

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Purpose Small and medium enterprises’ (SMEs) capital structure and financial policies are important areas of policy concern. Only a limited number of studies on capital structure have, however, been conducted on SMEs, and this deficiency is particularly evident when investigating what influences funding decisions around Islamic finance. This paper accordingly aims to investigate whether Omani SME owner-managers’ intention to adopt Islamic finance is influenced by their knowledge of Islamic finance, their own characteristics and/or their firms’ characteristics. Design/methodology/approach The authors administered a questionnaire survey via face-to-face interviews to 385 SME owner-managers operating in Muscat, Oman’s capital city. The Kruskal–Wallis one-way analysis of variance (ANOVA) non-parametric test was used to analyse the questionnaire survey data. Findings The findings indicate that while SME owner-managers’ Islamic financial knowledge and personal characteristics do influence their intention to adopt Islamic finance, their firms’ characteristics have no significant influence on SME owner-managers’ decisions to accede to Islamic financing. Research limitations/implications The research’s first limitation is that it gathered data from SME owner-managers in Muscat only. Future studies could survey a wider sample of Omani SME owner-managers. Second, the study’s findings cannot be generalised to large and public firms, as the sample includes owner-managers of SMEs only. Finally, there is a need to investigate other factors such as nonfinancial and behavioural factors, which were not explored in the present study, but which may influence SME owner-managers’ Islamic financial decisions. Originality/value Theoretical and empirical studies on capital structure have focused primarily on large listed firms. Only a few studies have paid attention to the capital structure of SMEs, particularly in the context of an emerging market such as Oman. This gap in the literature is mostly evident when investigating the factors that influence the funding decision towards Islamic financing in a country, such as Oman, where Islamic finance represents a new banking sector offering.

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Abeysekera, Ruwan. "Exploring Factors Affecting the Effectiveness of Business Training in The Microfinance Sector: Using Industrial Marketing Purchasing (IMP) Approach". Business Ethics and Leadership 4, nr 3 (2020): 46–56. http://dx.doi.org/10.21272/bel.4(3).46-56.2020.

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Microfinance institutions provide business training to its clients/owner managers to start and expand businesses. The literature reveals that business training given by MFIs helps improve the performance of both the MFIs and its clients (i.e., Owner managers of microenterprises). In effect, due to business training, MFIs can have improved loan repayment rates, client retention, and client satisfaction, while the owner-managers can have better sales, profits, and skills. However, despite the importance of business training to both MFIs and owner-managers’ performance, there is a dearth of research undertaken to explore the effectiveness of business training intervention in microfinance setting. In this study, effectiveness is defined in terms of the impact of business training on the performance of MFIs and owner-managers (i.e., training – performance dyad). Hence, the purpose of this exploratory study is to examine the factors affecting the effectiveness of business training given by the MFIs in Sri Lanka. A multiple case study method was used to carry out the study. The study was guided by the Industrial Marketing Purchasing (IMP) group framework. Thus, the study looks at how operating environment, atmosphere, interacting parties and the interaction process affect the effectiveness of the training intervention. The findings reveal that lack of money and low client demand for the operating environment influence training effectiveness. Further, it was identified that factors such as better loan repayment and new venture creation motivate the MFIs to provide business training, whereas better business knowledge and business performance motivate the owner-managers to receive business training. These motivators are part of the atmosphere that has a bearing on the effectiveness of business training. The findings further show that the characteristics of the interacting parties (i.e., trainers and trainees in this study) could affect business training effectiveness. Thus, the trainer’s expertise, trainer being internal or external, and trainer being full time or part-time can influence the training-performance dyad. Further, the owner-managers’ expertise and organizational structure could also affect the effectiveness of training. Several factors enhance the interaction between trainers and owner-managers. They are the trainer’s expertise and the owner-manager/client, trainer readiness, communication, follow-up procedures, feedback, and owner manager’s willingness. Further, location, duration of the training, charging a fee or not, the voluntary/compulsory nature of training, and the provision of subsidies also could enhance the interaction between the trainers and the owner-managers. Therein, this study contributes to the knowledge domain of microfinance. The findings are useful to practitioners and policymakers in microfinance as they can look at the IMP framework to identify factors that could enhance the business training-performance dyad. In this study, the client and the owner-manager are used interchangeably. Keywords: Microfinance, Business Training, Business Development Services, Case Study Method, IMP Framework.

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Cyr, André, Olivier Meier i Jean‐Claude Pacitto. "“Method in their madness”: understanding the behaviour of VSE owner‐managers". Journal of Small Business and Enterprise Development 18, nr 2 (17.05.2011): 331–51. http://dx.doi.org/10.1108/14626001111127106.

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PurposeThe purpose of this paper is to understand the sound practical reasons underlying the behaviour of very small enterprise (VSE) owner‐managers with respect to their perceived resistance to the dominant entrepreneurial and managerial models in areas such as management methods, marketing or internationalisation.Design/methodology/approachThe current literature on VSE managers was reviewed in the light of Raymond Boudon's general theory of rationality. Starting from the premise that in science, the simplest explanation tends to be the best, the paper highlights the practical reasons why VSE owner‐managers behave the way they do.FindingsWhile there may be cultural or personality‐based reasons why VSE owner‐managers often appear to reject the traditional entrepreneurial model, these are not the sole or even the main explanation. In most cases, the behaviour in question can be explained much more simply by practical, down‐to‐earth reasons. From the actor's point of view, his behaviour is always rational.Research limitations/implicationsThis new model of the behaviour of VSE owner‐managers has not been empirically tested.Originality/valueThe paper presents a novel vision of the behaviour of VSE owner‐managers, based on the practical reasons underlying their actions, that goes beyond the existing typologies such as the “Traditional‐vs‐Opportunistic” entrepreneur.

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Dr. Mohd. Ashraf Ali, Dr Mohd Ashraf Ali. "Leaderships Styles Adopted by Owner-Managers in Selected Small Scale Industries of India". International Journal of Scientific Research 2, nr 1 (1.06.2012): 39–41. http://dx.doi.org/10.15373/22778179/jan2013/13.

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Crick, David, i James Crick. "Learning and decision making in marketing planning: a study of New Zealand vineyards". Marketing Intelligence & Planning 33, nr 5 (3.08.2015): 707–32. http://dx.doi.org/10.1108/mip-08-2014-0144.

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Purpose – The purpose of this paper is to investigate how decision making and learning are related to marketing planning among owner/managers with lifestyle in comparison to growth-oriented objectives in the New Zealand wine industry. Design/methodology/approach – The study reports on 12 interviews with owner/managers of New Zealand vineyards. The vineyards were small to medium sized and independently owned to avoid bias from parent company decision making within larger scale corporate wine producers. Findings – Different degrees of causation and effectuation-based decision making were found to exist among owner/managers starting from the nascent stage in their respective marketing planning processes. Learning to different degrees was evident in order to remain competitive in a climate of uncertainty and not least of which due to problematic exchange rates. An important issue influencing decision making was whether owner/managers were running the vineyard to maintain a lifestyle or a growth strategy; an issue affecting perceptions of risks and rewards. Originality/value – The originality of the study is that it employs an effectuation lens in respect of the marketing planning process; specifically, decision making among owner/managers with differing objectives, experience and perceptions of risks and rewards.

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Jonathan, Victoria. "Social Networking of Owner-Managers in Small Accommodation in Malaysia: Implications for HRD". Journal of Cognitive Sciences and Human Development 3, nr 2 (14.06.2018): 1–13. http://dx.doi.org/10.33736/jcshd.784.2018.

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Small accommodation providers are challenged to grow their business due to their limited resources. Although social networking is suggested to assist organization growth, few studies have focused on how owner-managers in the Malaysian hospitality industry network and the value they attach to it. This paper presents findings of 10 in-depth interviews of social networking motivation and barrier of owner-managers of small accommodation in Kuching, Malaysia. The findings show that the owner-managers were motivated by the perceived organizational and personal benefits of networking with others. However, issues such as social competence and business concerns were identified as barriers that may limit their participation in networking. To overcome these issues, it is suggested that educators, policymakers, and trade associations work together with the owner-managers to address their specific development and resource needs. Keywords: Social networking; small firm; SME; entrepreneur; Malaysia

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Tounés, Azzedine, Erno T. Tornikoski i Fafani Gribaâ. "The Environmental Intention of Owner-Managers: The Role of Entrepreneurial Orientation in Tunisian Industry". Journal of Enterprising Culture 28, nr 01 (marzec 2020): 1–29. http://dx.doi.org/10.1142/s0218495820500016.

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Environmental intention is a key predictor of environmental behavior but there is little theoretical and empirical evidence on environmental intention, especially in developing countries. To address this gap, we study the environmental intention of industrial owner-managers in Tunisia. Based on Tunisia’s participation in sustainable development programs of the United Nations, it seems to be representative of developing countries. We study the environmental intention of owner-managers through a multidimensional concept rarely mobilized in the environmental field, namely, entrepreneurial orientation. We test our hypotheses in the textile-clothing industry, which is the source of significant amounts of water and air pollution and is among the priority industries designated by the Tunisian state as part of an environmental improvement program in 2014. Based on a survey of 226 owner-managers, the results show that the three dimensions of entrepreneurial orientation, namely, innovativeness, proactiveness, and risk-taking, are robust to predict the environmental intention of Tunisian owner-managers.

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Tait, Elizabeth. "Owner-Managers' Perceived Management Education Needs: An Integrative Framework". International Small Business Journal: Researching Entrepreneurship 8, nr 4 (lipiec 1990): 33–48. http://dx.doi.org/10.1177/026624269000800402.

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Watson, Warren, Louis Ponthieu i Joe Doster. "Business owner-managers' descriptions of entrepreneurship: A content analysis". Journal of Constructivist Psychology 8, nr 1 (styczeń 1995): 33–51. http://dx.doi.org/10.1080/10720539508405240.

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Memili, Esra, Thomas M. Zellweger i Hanqing Chevy Fang. "The Determinants of Family Owner-Managers' Affective Organizational Commitment". Family Relations 62, nr 3 (4.06.2013): 443–56. http://dx.doi.org/10.1111/fare.12015.

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Gilmore, Audrey, David Carson i Aodheen O'Donnell. "Small business owner‐managers and their attitude to risk". Marketing Intelligence & Planning 22, nr 3 (maj 2004): 349–60. http://dx.doi.org/10.1108/02634500410536920.

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Poutziouris, Panikkos. "The strategic orientation of owner‐managers of small ventures". International Journal of Entrepreneurial Behavior & Research 9, nr 5 (październik 2003): 185–214. http://dx.doi.org/10.1108/13552550310488929.

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Siu, Wai-sum. "Yuan and marketing: The perception of Chinese owner-managers". Journal of World Business 43, nr 4 (październik 2008): 449–62. http://dx.doi.org/10.1016/j.jwb.2008.03.005.

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Richbell, Suzanne M., H. Doug Watts i Perry Wardle. "Owner-managers and Business Planning in the Small Firm". International Small Business Journal: Researching Entrepreneurship 24, nr 5 (październik 2006): 496–514. http://dx.doi.org/10.1177/0266242606067275.

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Fu, Richard, i Ajay Subramanian. "Leverage and debt maturity choices by undiversified owner-managers". Journal of Corporate Finance 17, nr 4 (wrzesień 2011): 888–913. http://dx.doi.org/10.1016/j.jcorpfin.2011.04.001.

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Sobaih, Abu Elnasr E., Amer A. Al-qutaish, Hassane Gharbi i Ahmed E. Abu Elnasr. "The Impact of Owner-Managers’ Personality Traits on Their Small Hospitality Enterprise Performance in Saudi Arabia". Journal of Risk and Financial Management 15, nr 12 (7.12.2022): 585. http://dx.doi.org/10.3390/jrfm15120585.

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Governments in many countries have paid close attention to small enterprises because of their social and economic impacts. The role of the owner-manager in advancing the performance of their small business cannot be underestimated. The current study tests the influence of an owner-manager’s big five personality traits on the performance of their small enterprises. For this purpose, a pre-tested questionnaire was directed to owner-managers of small hospitality enterprises in Saudi Arabia. The results of SEM analysis, with AMOS, showed that high levels of both openness to experience and agreeableness of owner-managers have a significant positive impact on the performance of their small enterprises. However, a high level of neuroticism has a significant negative impact on the performance of their small enterprises. The results interestingly showed that high levels of both conscientiousness and extraversion among owner-managers have positive, but insignificant, impacts on the performance of their small enterprises. These two traits had a minor impact on the performance of small hospitality enterprises. Hence, managers of small hospitality enterprises in Saudi Arabia are required to have high levels of openness to experiences and agreeableness and low level of neuroticism to achieve significant organizational performance.

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FARR-WHARTON, ROD, BEN FARR-WHARTON, YVONNE BRUNETTO i FERRUCCIO BRESOLIN. "THE ROLE OF GENERATIONAL COHORTS: COMPARING APPROACHES TO INNOVATION USING INTERNAL NETWORKS". International Journal of Innovation Management 18, nr 04 (9.07.2014): 1450028. http://dx.doi.org/10.1142/s1363919614500285.

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This paper uses a range of theories to compare the use of internal networks for seeking the next innovative idea by two countries experiencing different examined the effect of variation in macroeconomic conditions to determine motivational differences between SME owners/managers in Australia and Italy. The paper used interviews from SME owner/managers from Italy and Australia. The findings confirm a small generational cohort impact across the two countries in affecting how SMEs owner/managers perceive information from their employees. However, the strongest predictor of whether information from employees was perceived as a potential innovation is the norms of the SME owner/manager, irrespective of the country.

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Pratama, Sasotya, Eka Sri Dana Afriza i Liza Agustina Maureen Nelloh. "The Role of Government Support and User Innovativeness to Entrepreneurs (Case study of SME’s in Depok, Indonesia)". International Journal of Business Studies 4, nr 2 (14.07.2020): 127–34. http://dx.doi.org/10.32924/ijbs.v4i2.149.

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This study aims to examine the influence of external and internal factors, in this case government support and owner-manager innovation, on the attitude of owner-managers of MSMEs towards FINTECH. This study uses the Structural Equation Modeling - Partial Least Square approach using SmartPLS version 3.2.4 to examine the research hypotheses. The respondents of this study were 64 MSME owner-managers in Depok, West Java. The study indicates that government support and owner-manager innovation have a significant and positive influence on their attitudes towards FINTECH. The imperative results of this study recommend FINTECH business owners to support government activities in inspiring and motivating MSME business owners in Depok to continue developing personal creativities that represent the innovations of each owner-manager of MSME.

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Al Balushi, Yasmeen, Stuart Locke i Zakaria Boulanouar. "Omani SME perceptions towards Islamic financing systems". Qualitative Research in Financial Markets 11, nr 4 (4.11.2019): 369–86. http://dx.doi.org/10.1108/qrfm-06-2018-0078.

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Purpose This paper aims to investigate small and medium enterprises’ (SMEs) owner–managers’ awareness, willingness and perceptions concerning Islamic financing instruments as an alternative sourcing decision in SMEs’ businesses. Design/methodology/approach The research employed mixed methods to gather data. A questionnaire survey was conducted via face-to-face interviews with 385 SME owner–managers operating in Muscat, Oman’s capital city, along with face-to-face discussion on Islamic finance with 86 SME owner–managers. Descriptive and thematic analysis were used to analyse the data. Findings The findings indicate that SME owner–managers are aware of Islamic banking principles and have knowledge of Islamic financial instruments, despite Islamic finance being new to Oman. Interestingly, although the majority of the participants indicated their intention to adopt this new finance method, they were motivated by special requirements other than finance. Their positive perception of Islamic financing methods could play a significant role in developing the Islamic banking industry. Research limitations/implications The research is limited in that its data came only from Omani SME owner–managers in Muscat. Future research could investigate wider samples. Secondly, the study’s findings lack generalisability to larger and public enterprises, because only SME owner–managers were surveyed. Practical implications This study will be important for policy makers concerned about SMEs’ financing, Islamic financial institutions and new entrants into the Islamic banking industry, as it provides empirically evidence of Omanis’ views, and more specifically those of Omani SME owner–managers, on the recent introduction of Islamic finance into the country. The insights this study offers should help them to develop the strategies required to attract SMEs and to construct policies and regulations to improve Oman’s Islamic banking industry. Originality/value The research is significant, as it is the first study to investigate the awareness, willingness and perceptions of Omani SMEs regarding Islamic banking in Oman. Even though all Omanis are Muslims, Oman was the last of the six-nation Gulf Cooperation Council countries to introduce Islamic finance. Thus, this emerging market provides an important basis from which to extend future research on Islamic finance to other potential Islamic finance markets.

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Tounés, Azzedine, Erno T. Tornikoski i Fafani Gribaa. "The Formation of Environmentally Friendly Intentions of SME Owner-Managers in an Emerging Country: The Case of Tunisian’s Textile–Clothing Industry". Organization & Environment 32, nr 4 (24.03.2018): 528–54. http://dx.doi.org/10.1177/1086026618764267.

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We have little empirical evidence about the environmentally friendly, intention of owner-managers of small- and medium-sized enterprises (SMEs) in emerging country context despite recent developments of proenvironmental, practices. The main objective of our study is to address this gap by exploring the antecedents of environmentally friendly intentions among SME owner managers in, emerging market context. To achieve this objective, we test our, hypotheses in the textile–clothing industry in Tunisia. The textile–clothing industry represents high ecological risk due to the waste discharged into the environment. Our empirical observations confirm that the reasoned action approach is particularly robust to predict environmentally friendly intentions of SME owner-managers in an emerging market context.

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Barrett, Rowena. "Small firm training: just meeting the day-to-day needs of the business". Employee Relations 37, nr 5 (3.08.2015): 547–67. http://dx.doi.org/10.1108/er-05-2014-0048.

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Purpose – The purpose of this paper is to explore what the attitudes of small firm owner-managers are to developing the skills of their key resources and then examine how these and other factors affect owner-managers’ preferences for training these employees. Design/methodology/approach – This study of training in small road transport firms in West Australia is cast in light of the literature on human resource management in small firms underpinned by insights drawn using the resource based view of the firm. Small firms (less than 20 people) dominate this industry, while the increasing freight task, and extreme distances between West Australian ports, towns and mines highlight this sectors’ importance. Survey results from 39 small road transport firms and interviews with nine owner-managers are analysed. Findings – Legislative, regulatory and licensing requirements were shown to be a key determinant of skills development. Employers ensured that basic standards for employee certification and qualification were met, as the penalty for not doing so would be too high. Regulations drove the need for certain types of training – licenses, fatigue management, occupational health and safety, handling dangerous goods, the Maritime Security Identification Card card, forklift license, mine site inductions – while owner-managers knew where to get the training their staff needed. Although regulation appeared most visible in prescribing what happened in relation to training for drivers, the relevance of owner-managers’ attitudes could not be ignored, nor could conditions in the firms external environment as this shaped how these requirements were met. Research limitations/implications – The RBV is useful in showing how skill development enabled similarity in skills across firms, while the attitudes owner-managers and economic and social conditions meant what happened in firms around skill development varied. The importance of small firm owner-managers’ attitudes are clearly highlighted and shown to influence organizational decisions and choices around training, but these were not independent of the regulatory framework and the economic and social conditions within which the firm operated. The small firms in this study did engage workers in formal training when necessary but it was put in the context of the idiosyncratic approach of the owner-manager and the day-to-day needs of the firm. “Training” was essentially about ensuring certain types of skills were held by employees and then passing on knowledge to ensure the behavior of employees was consistent with the owner-manager’s vision for the firm in its current environment. Originality/value – Ways industry and government can encourage training activity that goes beyond the day-to-day firm needs are suggested.

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Abeysekera, Ruwan. "Co-production in BDS: The evidence from the Sri Lankan Microfinance Sector". Financial Markets, Institutions and Risks 4, nr 3 (2020): 63–71. http://dx.doi.org/10.21272/fmir.4(3).63-71.2020.

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Microfinance Institutions (MFIs), in addition to the provision of microcredit, also provide business development services (BDS) to owner managers in order to develop micro enterprises. BDS are non-financial services such as business training and access to information that help owner managers of microenterprises to develop businesses. In this respect, counsellors and trainers in MFIs co-produce BDS with owner managers. Co-production is the joint efforts of two parties, who together determine the output of their collaboration. The objective of this study therefore is to examine how co-production works in a BDS setting. A multiple case study method was used to carry out the study. Six MFIs were selected as cases and in-depth interviews were held with counsellors, trainers and managers to collect the data. The findings reveal that the expertise of counsellors, trainers and owner managers are the inputs for co-production. The outputs of co-production are twofold: MFI specific outputs and owner manager specific outputs. While MFI specific outputs are identified in better loan repayments rates, enhanced client satisfaction, and increased client retention, the owner manager specific outputs are denoted by better business knowledge, better sales, and profits. MFIs use counselling and training as modalities to co-produce BDS. There are a number of factors that affect the variability in coproduction including the readiness of counsellors and trainers, with a number of BDS provided under each modality. Therein, the findings of this study are beneficial to microfinance practitioners and policy makers. Furthermore, the findings also contribute to the knowledge domain of microfinance. Keywords: business development services (BDS), co-production, microfinance, case study method.

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Abeysekera, Ruwan, Dean Patton i Andrew Mullineux. "Co-Production in Business Counselling in Microfinance Setting: A Conceptual Approach". Journal of Enterprising Culture 23, nr 03 (wrzesień 2015): 299–319. http://dx.doi.org/10.1142/s0218495815500107.

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Recent developments in service literature highlight the importance of co-production between the firm and the client in order to create value. This paper presents a model of co-production within the context of microfinance provision and investigates the dyadic relationship between Counsellors from Microfinance Institutions (MFIs) and the Owner Managers of Micro and Small Enterprises (MSEs). The paper develops a conceptual model that identifies the factors that facilitate co-production between Counsellors and Owner Managers. It also identifies co-production outcomes relating to MSEs and MFIs concerned. The model offers researchers a framework for empirical studies in the microfinance setting. Furthermore, microfinance policy makers can use this model to formulate strategies that offer many benefits to both MFIs and Owner Managers.

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