The state of the art in small business and entrepreneurship:
Gespeichert in:
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| Format: | Buch |
| Sprache: | English |
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Aldershot [u.a.]
Ashgate
1998
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| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | XXIV, 479 S. graph. Darst. |
| ISBN: | 1859724094 |
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| 245 | 1 | 0 | |a The state of the art in small business and entrepreneurship |c ed. by Pierre-André Julien |
| 264 | 1 | |a Aldershot [u.a.] |b Ashgate |c 1998 | |
| 300 | |a XXIV, 479 S. |b graph. Darst. | ||
| 336 | |b txt |2 rdacontent | ||
| 337 | |b n |2 rdamedia | ||
| 338 | |b nc |2 rdacarrier | ||
| 650 | 4 | |a Small business | |
| 650 | 4 | |a Small business -- Management | |
| 700 | 1 | |a Julien, Pierre-André |4 edt | |
| 856 | 4 | 2 | |m HBZ Datenaustausch |q application/pdf |u http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=016836139&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |3 Inhaltsverzeichnis |
| 999 | |a oai:aleph.bib-bvb.de:BVB01-016836139 | ||
Datensatz im Suchindex
| _version_ | 1804138154186244096 |
|---|---|
| adam_text | Contents
List of diagrams, figures and tables xii
The Authors xvii
Preface xxi
Introduction 1
1. The importance of small business research in recent
years 1
2. What does small business mean? 3
Quantitative typologies 4
Multicriteria or qualitative typologies 8
Towards a complex overall typology 13
Conclusion 16
3. The analysis framework 17
4. The plan oftne book 18
5. Who should read this book? 20
1. Economic theory of small business 21
1. Introduction 21
2. The re-emergence of small business 22
Industrial restructuring and small business 28
Small businesses and the regions 30
3. The causes of the re-emergence of small business 31
The general reasons related to economic
transformation 31
Criticism of economies of scale 32
Specific reasons 33
4. The theories that explain small business dynamism 34
The role of the entrepreneur in economic dynamism 34
The theory of niches 35
Change, uncertainty and economies of risk 36
The new need for flexibility 37
The distribution of managerial capacities 38
5. Towards a new small business/big business equilibrium 39
Controlling information 40
The importance of networks 40
Training 41
State intervention 42
6. Conclusion 44
Z. Small businesses and local development 46 !
1. Introduction 46
The emergence of local initiative 46
2. The local scale, or zone of action 49
Localities as a field of intervention for the creation
and consolidation of small businesses 50
The meso-economic approach 51
3. The concept of local development as it relates to small
businesses 52
Trigger elements 53 I
Local development and community development:
similarities and significant differences 54
Over-emphasis on economic aspects 56
Pragmatism 57
4. The local development process and small business
creation 58
5. Key players 61
The network concept 62
Small business support organizations 65
An example of a Newfoundland development
corporation 67
6. Small business development in rural communities 67
Rural industrialization 68
Case study: CADC MeTrinac-Des Chenaux Inc 70
7. Conclusion 72
. Small business distribution and location 76
1. Introduction 76
2. Geographical distribution and localization of small
businesses in the tertiary sector 78
A well-known distribution model: central place
theory 79
Business location studies: a well-defined field 82
Specific nature of certain public and private
services 85
3. Geographical distribution and location of small
manufacturing businesses 88
The theory of manufacturing places: a basic model 89
Classic Weber-based location models 95
4. A more realistic approach to small business location 100
Overview of previous discussion 100
Business location and a multiple decision-making
process over time 105
Methodological considerations for small business
location studies 111
New fields of study 113
5. Conclusion 115
4. Entrepreneurship: entrepreneurs and small business
owner-managers 117
1. Introduction 117
2. The world of the entrepreneur. 118
The economists 119
The behaviourists 122
McClelland 123
The school of personality traits 125
3. The explosion of the field of entrepreneurship 128
4. Typologies of entrepreneurs, small businesses and small
business owner-managers 131
5. Trends for theory building 133
6. Definition 137
7. Reflections and prospects 140
8. Conclusion 143
5. Strategic management 150
1. Introduction 150
2. The strategy of small businesses or entrepreneurs 153
3. Internal strategic analysis 160
The different types of entrepreneur and/or manager.... 162
The economic goals of entrepreneurs 164
4. External strategic analysis 168
Social legitimacy 168
Organizational culture 169
5. The strategic system. 171
Business networks 172
The firm s mission 173
6. Small business marketing 180 ,
1. Introduction 180 ,
2. A conceptual framework for the marketing function 184 !
3. The literature on the general marketing process 186
Research on the marketing function as a whole 186
Financial limits and the practice of marketing 190
Marketing and business success 192
The problems of growth stages for firms 193
Crucial activities and time as a resource 194
Types of entrepreneurs and management behaviour.... 195
4. Some contributions concerning specific aspects of
marketing 200 :
5. International marketing 202
6. Conclusion 204
7. New technologies 206
1. Introduction 206
2. Small businesses, new technologies and their
distribution and introduction 208
The introduction of new technologies into small
businesses 209 ,
Why do small businesses introduce new
technologies? 214
The importance of technological scanning 216
The importance of networks 222
Small businesses, innovation, workforce training and
new technologies 227 i
3. Technology management 230
Strategic decisions 231
The decision-making process 231
Organizational capabilities 232
External technological information and the
technological culture 233 |
4. Technological change and the human factor. 234
The introduction of technological innovation: a
reference framework 236 !
The introduction of technological innovation: trends
in small and large businesses 239
Criticism of instrumental participation 242
5. Tentative conclusion: successful technological
innovation and the double-loop learning cycle 244
8. Operations management 247
1. Introduction 247
Definition of operations management (OM) 247
History of operations management 249
The importance of operations management in small
firms 249
2. Models of the operations management function 250
The organizational model 254
The logistics model 254
The information model 254
3. Operations management practice: the state of current
knowledge 255
Production management approaches and techniques.... 255
Operations management in small businesses: a
survey of the literature 266
4. Contingency factors 271
5. Conclusion 273
Development trends 273
Avenues for future research. 274
9. The financial problems of small businesses 276
1. Introduction 276
2. The financial problems of small businesses 277
Limited access to financial resources 278
Financial risk and financial leverage 279
Equity financing 284
Cash flow and working capital problems 285
3. The problems of growth 286
4. Financial difficulties and bankruptcy 289
Definition of bankruptcy 289
Causes of bankruptcy 290
5. Conclusion 298
10. Information systems 300
1. Introduction 300
2. Origin and nature of information systems research 300
Uncertainty: the raison d etre of information
systems 301
Information systems and systems analysis 301
Small businesses and information systems research 302
3. Conceptual framework for research 303
4. Information systems and the specific nature of small
businesses 305
The specific nature of small businesses 306
Specific environmental aspects 308
Specific organizational aspects 308
Specific decision-making aspects 310
Specific psycho-sociological aspects 310
Specific information systems aspects 310
Specific aspects of small businesses and factors for
a successful information system 311
5. Empirical observations 314
Organization and management of organizational
information systems 314
The implementation of information systems 316
Applications portfolios for small business
information systems 318
6. Computers and users 320
Success factors of end-user computing in small
businesses 323
Managing end-user computing in small businesses 324
7. Towards a strategic use of information systems in small
businesses 326
8. Conclusion 327
11. Human resource management in small businesses 330
1. Introduction 330
2. Human resources and small businesses: diversity and
flexibility 332
3. Methodological considerations 333
4. HRM practices in small businesses: the current state of
knowledge 336
Human resource planning 336
Job analysis 340
Recruitment, selection and induction 341
Compensation and fringe benefits 350
Personnel appraisal 360
Training and development 364
Organization and participation 372
Workplace health and safety 377
5. Contingency HRM analysis in small businesses 380
Conceptual foundations for a contingency model 380
A contingency model for HRM in small businesses.... 382
Implementation of the model 384
6. Conclusion 387
j
12. Conclusion 392
!
[ 1. Introduction 392
I 2. The Elements Of The Small Business System 394
; 3. The levels of approach 397
Physical exchange 397
| Capital exchange 397
Information exchanges 399
, Socio-psychological exchanges 402
i 4. Towards a theory of small business based on instability
¦ or contingency 403
I References 410
Introduction 410
Chapter 1 414
I Chapter 2 420
Chapter 3 424
Chapter 4 428
Chapter 5 440
Chapter 6 444
Chapter 7 449
i Chapter 8 457
Chapter 9 459
; Chapter 10 462
1 Chapter 11 470
Chapter 12 - Conclusion 477
j
I
)
i
List of diagrams, figures
and tables
Introduction
Table 1 Division of enterprise size by number of employees 5
Table 2 Classification of businesses by size in various
European countries 6
Table 3 Division of companies by size for certain industrial
countries in 1986 (in %) 6
Table 4 Typologies by type of ownership 8
Table 5 Typologies by type of management objectives,
strategy and film s potential 10
Table 6 Typologies by organization and growth or
development 11
Table 7 Typologies by sector, type of market or market
opportunity 12
Diagram 1 Typology on a continuum 14
Diagram 2 Development of management levels 15
Diagram 3 Small business analysis framework 18
Chapter 1
Table 1.1 Share of employment by size of establishment,
various years 22
Table 1.2 Business registrations in France between 1978 and
1989 24
Table 1.3 Number of firms per 1,000 inhabitants (1990), average
size of firms (1990) and rate of venture and self
employment creation (various years) by population
(1990) 25
Table 1.4 Job turnover by size class using base-year size class
(average 1970-88) 26
Figure 1.1 Job creation and job destruction rates in Canada and
the United States by base-year plant size: Average
1970-88 27
Table 1.5 Survival rate of new ventures created in 1985 by
sector of activity, in the Netherlands between 1985
and 1990 (1985=100) 28
Chapter 2
Diagram 2.1 The transformation process: local community to
entrepreneurship incubator 59
Figure 2.1 Local or regional networking 64
Chapter 3
Graph 3.1 Schematic hierarchy of central places 80
Graph 3.2 Overlapping market areas in a central place system 81
Graph 3.3 Stages in a business feasibility study 83
Table 3.1 Elements in a business location study 84
Graph 3.4 A summary of the proposed relationship between
city size and the function, size and activity of a plant
Graph 3.5 The relationship between the population of the largest
town and the employment in the largest plant for
69 functional urban areas in South-West England in
1964 93
Table 3.2 Transport cost variables 96
Graph 3.6 Industrial location on the basis of transport costs
(2-sitecase) 96
Graph 3.7 Weber s industrial location triangle 98
Table 3.3 Fundamental distinctions, as regards location, between
tertiary sector activities and manufacturing 102
Table 3.4 Comparison between geographical distribution studies
and location studies for small businesses 103
Graph 3.8 Geographical scales in the business location decision-
making process 104
Table 3.5 Decision-making process for location according to size
of business 106
Graph 3.9 Location decision during the four stages of the pre-
startup phase 108
Table 3.6 Location of a small manufacturing business: A
decision process in several stages 109
Graph 3.10 Environmental perspective of the entrepreneur 113
Chapter 4
Table 4.1 Characteristics most often attributed to entrepreneurs
by behaviourists 125
Table 4.2 Main themes of entrepreneurship research 129
Table 4.3 Entrepreneurship research 130
Table 4.4 Types of small business owner-managers and
strategies 148
Chapter 5
Diagram 5.1 Mintzberg s clock 155
Table 5.1 Strategic system 157
Figure 5.1 Strategic system and competitive base 159
Table 5.2 Organisation 164
Table 5.3 Vulnerability 177
Chapter 6
Figure 6.1 Downing s (1971) model 183
Table 6.1 Administrative and management functions 196
Table 6.2 The marketing behaviour of craftsmen and
opportunists 197
Table 6.3 Problems encountered before start-up 198
Table 6.4 Problems encountered after start-up 199
Chapter 7
Diagram 7.1 1989 penetration rate of new computer production
technologies in businesses in eight industrial sectors;
1992 and 1994 penetration rates in small Quebec
businesses in ten industrial sectors 212
Diagram 7.2 Introduction rate of computer technologies for small
businesses in the aircraft parts and dairy products
sectors, 1992 213
Table 7.1 Characteristics of sources of technological
information (1) 218
Table 7.2 Sources of technological knowledge by business size ....220
Table 7.3 Internal and external sources of information by
business size (% of businesses) ,. 221
Illustration 7.1 The personal network of a small business 225
Table 7.4 Innovative capacity of smaller manufacturing
businesses in France (less than 10 employees) 229
Diagram 7.3 Links between the level of control over the decision-
making process, types of information and the phases
of the process to introduce technological innovations,
and the role of the owner-manager 239
Chapter 8
Figure 8.1 Organizational model 251
Figure 8.2 Logistics model 252
Figure 8.3 Information model 253
Figure 8.4 Diagram of an MRP II system 260
Table 8.1 Percentage ofMRP use by respondents, by turnover ...267
Chapter 9
Table 9.1 Summary of research on small business access to
different sources of financing 277
Table 9.2 Comparison of the financial structure of small firms
! and large corporations 281
Table 9.3 Financial attributes of growth and non-growth firms 288
Table 9.4 Choice of financing and financial stress by
development stage 289
Table 9.5 Distribution of financing (% of Assets) by size of
growing firms 290
i Figure 9.1 Changes in small business failure rates over time 292
Figure 9.2 Small business failure rates in the year following
creation 293
Table 9.6 Personal attributes and managerial deficiencies of
owner-managers, and financial factors in bankrupt
companies 295
Chapter 10
Figure 10.1 Conceptual framework for information systems
research 304
Figure 10.2 Overall conceptual framework showing factors for a
successful information system 307
Table 10.1 Specific aspects of small businesses 309
Figure 10.3 Examples of the impact of specific small business
aspects on IS success factors 313
Figure 10.4 Problems, success factors and solutions for
information systems in small businesses 321
Table 10.2 Main success factors for user-computing and specific
aspects of small businesses 322
Table 10.3 Proto-strategies for end-user computing in small
businesses 325
Figure 10.5 Identification grid for strategic applications in small
businesses 329
Chapter 11
Table 11.1 Framework of analysis for HRM practices in small
businesses 334
Table 11.2 Overall compilation of research dealing with HRM in
SMEs 338
Table 11.3 Use of a functional organization chart 339
Table 11.4 Use of job descriptions in small businesses 341
Table 11.5 Sources of recruitment used by small businesses 344
Table 11.6 Types of selection used by small businesses 346
Table 11.7 Average effectiveness of recruitment sources for small
businesses 349
Table 11.8 Average effectiveness of selection methods used by
small businesses 350
Table 11.9 Incentive and bonus schemes offered by small
businesses 355
Table 11.10 Fringe benefits offered by small businesses 358
Table 11.11 Personnel appraisal methods used in small businesses ..363
Table 11.12 Training methods and techniques used in small
businesses 368
Table 11.13 Communication and participation methods used in
small businesses 376
Table 11.14 Workplace health and safety practices in small
businesses 378
Figure 11.1 Contingency Model . . 385
Chapter 12
Diagram 12.1 Evolution in supply and demand on an unstable
market in constant fluctuation 408
|
| adam_txt |
Contents
List of diagrams, figures and tables xii
The Authors xvii
Preface xxi
Introduction 1
1. The importance of small business research in recent
years 1
2. What does "small business" mean? 3
Quantitative typologies 4
Multicriteria or qualitative typologies 8
Towards a complex overall typology 13
Conclusion 16
3. The analysis framework 17
4. The plan oftne book 18
5. Who should read this book? 20
1. Economic theory of small business 21
1. Introduction 21
2. The re-emergence of small business 22
Industrial restructuring and small business 28
Small businesses and the regions 30
3. The causes of the re-emergence of small business 31
The general reasons related to economic
transformation 31
Criticism of economies of scale 32
Specific reasons 33
4. The theories that explain small business dynamism 34
The role of the entrepreneur in economic dynamism 34
The theory of niches 35
Change, uncertainty and "economies of risk" 36
The new need for flexibility 37
The distribution of managerial capacities 38
5. Towards a new small business/big business equilibrium 39
Controlling information 40
The importance of networks 40
Training 41
State intervention 42
6. Conclusion 44
Z. Small businesses and local development 46 !
1. Introduction 46
The emergence of local initiative 46
2. The local scale, or zone of action 49
"Localities" as a field of intervention for the creation
and consolidation of small businesses 50
The meso-economic approach 51
3. The concept of local development as it relates to small
businesses 52
Trigger elements 53 I
Local development and community development:
similarities and significant differences 54
Over-emphasis on economic aspects 56
Pragmatism 57
4. The local development process and small business
creation 58
5. Key players 61
The network concept 62
Small business support organizations 65
An example of a Newfoundland development
corporation 67
6. Small business development in rural communities 67
Rural industrialization 68
Case study: CADC MeTrinac-Des Chenaux Inc 70
7. Conclusion 72
. Small business distribution and location 76
1. Introduction 76
2. Geographical distribution and localization of small
businesses in the tertiary sector 78
A well-known distribution model: central place
"theory" 79
Business location studies: a well-defined field 82
Specific nature of certain public and private
services 85
3. Geographical distribution and location of small
manufacturing businesses 88
The theory of manufacturing places: a basic model 89
Classic Weber-based location models 95
4. A more realistic approach to small business location 100
Overview of previous discussion 100
Business location and a multiple decision-making
process over time 105
Methodological considerations for small business
location studies 111
New fields of study 113
5. Conclusion 115
4. Entrepreneurship: entrepreneurs and small business
owner-managers 117
1. Introduction 117
2. The world of the entrepreneur. 118
The economists 119
The behaviourists 122
McClelland 123
The school of personality traits 125
3. The explosion of the field of entrepreneurship 128
4. Typologies of entrepreneurs, small businesses and small
business owner-managers 131
5. Trends for theory building 133
6. Definition 137
7. Reflections and prospects 140
8. Conclusion 143
5. Strategic management 150
1. Introduction 150
2. The strategy of small businesses or entrepreneurs 153
3. Internal strategic analysis 160
The different types of entrepreneur and/or manager. 162
The economic goals of entrepreneurs 164
4. External strategic analysis 168
Social legitimacy 168
Organizational culture 169
5. The strategic system. 171
Business networks 172
The firm's mission 173
6. Small business marketing 180 ,
1. Introduction 180 ,
2. A conceptual framework for the marketing function 184 !
3. The literature on the general marketing process 186
Research on the marketing function as a whole 186
Financial limits and the practice of marketing 190
Marketing and business success 192
The problems of growth stages for firms 193
Crucial activities and time as a resource 194
Types of entrepreneurs and management behaviour. 195
4. Some contributions concerning specific aspects of '
marketing 200 :
5. International marketing 202 '
6. Conclusion 204
7. New technologies 206
1. Introduction 206
2. Small businesses, new technologies and their
distribution and introduction 208
The introduction of new technologies into small
businesses 209 ,
Why do small businesses introduce new
technologies? 214
The importance of technological scanning 216
The importance of networks 222
Small businesses, innovation, workforce training and
new technologies 227 i
3. Technology management 230
Strategic decisions 231
The decision-making process 231
Organizational capabilities 232
External technological information and the
technological culture 233 |
4. Technological change and the human factor. 234
The introduction of technological innovation: a
reference framework 236 !
The introduction of technological innovation: trends
in small and large businesses 239
Criticism of instrumental participation 242 '
5. Tentative conclusion: successful technological
innovation and the double-loop learning cycle 244
8. Operations management 247
1. Introduction 247
Definition of operations management (OM) 247
History of operations management 249
The importance of operations management in small
firms 249
2. Models of the operations management function 250
The organizational model 254
The logistics model 254
The information model 254
3. Operations management practice: the state of current
knowledge 255
Production management approaches and techniques. 255
Operations management in small businesses: a
survey of the literature 266
4. Contingency factors 271
5. Conclusion 273
Development trends 273
Avenues for future research. 274
9. The financial problems of small businesses 276
1. Introduction 276
2. The financial problems of small businesses 277
Limited access to financial resources 278
Financial risk and financial leverage 279
Equity financing 284
Cash flow and working capital problems 285
3. The problems of growth 286
4. Financial difficulties and bankruptcy 289
Definition of bankruptcy 289
Causes of bankruptcy 290
5. Conclusion 298
10. Information systems 300
1. Introduction 300
2. Origin and nature of information systems research 300
Uncertainty: the raison d'etre of information
systems 301
Information systems and systems analysis 301
Small businesses and information systems research 302
3. Conceptual framework for research 303
4. Information systems and the specific nature of small
businesses 305
The specific nature of small businesses 306
Specific environmental aspects 308
Specific organizational aspects 308
Specific decision-making aspects 310
Specific psycho-sociological aspects 310
Specific information systems aspects 310
Specific aspects of small businesses and factors for
a successful information system 311
5. Empirical observations 314
Organization and management of organizational
information systems 314
The implementation of information systems 316
Applications portfolios for small business
information systems 318
6. Computers and users 320
Success factors of end-user computing in small
businesses 323
Managing end-user computing in small businesses 324
7. Towards a strategic use of information systems in small
businesses 326
8. Conclusion 327
11. Human resource management in small businesses 330
1. Introduction 330
2. Human resources and small businesses: diversity and
flexibility 332
3. Methodological considerations 333
4. HRM practices in small businesses: the current state of
knowledge 336
Human resource planning 336
Job analysis 340
Recruitment, selection and induction 341
Compensation and fringe benefits 350
Personnel appraisal 360
Training and development 364
Organization and participation 372
Workplace health and safety 377
5. Contingency HRM analysis in small businesses 380
Conceptual foundations for a contingency model 380
A contingency model for HRM in small businesses. 382
Implementation of the model 384
6. Conclusion 387
j
12. Conclusion 392
!
[ 1. Introduction 392
I 2. The Elements Of The Small Business System 394
; 3. The levels of approach 397
Physical exchange 397
| Capital exchange 397
Information exchanges 399
, Socio-psychological exchanges 402
i 4. Towards a theory of small business based on instability
¦ or contingency 403
I References 410
Introduction 410
Chapter 1 414
I Chapter 2 420
Chapter 3 424
Chapter 4 428
Chapter 5 440
Chapter 6 444
Chapter 7 449
i Chapter 8 457
Chapter 9 459
; Chapter 10 462
1 Chapter 11 470
Chapter 12 - Conclusion 477
j
I
)
i
List of diagrams, figures
and tables
Introduction
Table 1 Division of enterprise size by number of employees 5
Table 2 Classification of businesses by size in various
European countries 6
Table 3 Division of companies by size for certain industrial
countries in 1986 (in %) 6
Table 4 Typologies by type of ownership 8
Table 5 Typologies by type of management objectives,
strategy and film's potential 10
Table 6 Typologies by organization and growth or
development 11
Table 7 Typologies by sector, type of market or market
opportunity 12
Diagram 1 Typology on a continuum 14
Diagram 2 Development of management levels 15
Diagram 3 Small business analysis framework 18
Chapter 1
Table 1.1 Share of employment by size of establishment,
various years 22
Table 1.2 Business registrations in France between 1978 and
1989 24
Table 1.3 Number of firms per 1,000 inhabitants (1990), average
size of firms (1990) and rate of venture and self
employment creation (various years) by population
(1990) 25
Table 1.4 Job turnover by size class using base-year size class
(average 1970-88) 26
Figure 1.1 Job creation and job destruction rates in Canada and
the United States by base-year plant size: Average
1970-88 27
Table 1.5 Survival rate of new ventures created in 1985 by
sector of activity, in the Netherlands between 1985
and 1990 (1985=100) 28
Chapter 2
Diagram 2.1 The transformation process: local community to
entrepreneurship incubator 59
Figure 2.1 Local or regional networking 64
Chapter 3
Graph 3.1 Schematic hierarchy of central places 80
Graph 3.2 Overlapping market areas in a central place system 81
Graph 3.3 Stages in a business feasibility study 83
Table 3.1 Elements in a business location study 84
Graph 3.4 A summary of the proposed relationship between
city size and the function, size and activity of a plant
Graph 3.5 The relationship between the population of the largest
town and the employment in the largest plant for
69 functional urban areas in South-West England in
1964 93
Table 3.2 Transport cost variables 96
Graph 3.6 Industrial location on the basis of transport costs
(2-sitecase) 96
Graph 3.7 Weber's industrial location triangle 98
Table 3.3 Fundamental distinctions, as regards location, between
tertiary sector activities and manufacturing 102
Table 3.4 Comparison between geographical distribution studies
and location studies for small businesses 103
Graph 3.8 Geographical scales in the business location decision-
making process 104
Table 3.5 Decision-making process for location according to size
of business 106
Graph 3.9 Location decision during the four stages of the pre-
startup phase 108
Table 3.6 Location of a small manufacturing business: A
decision process in several stages 109
Graph 3.10 Environmental perspective of the entrepreneur 113
Chapter 4
Table 4.1 Characteristics most often attributed to entrepreneurs
by behaviourists 125
Table 4.2 Main themes of entrepreneurship research 129
Table 4.3 Entrepreneurship research 130
Table 4.4 Types of small business owner-managers and
strategies 148
Chapter 5
Diagram 5.1 "Mintzberg's clock" 155
Table 5.1 Strategic system 157
Figure 5.1 Strategic system and competitive base 159
Table 5.2 Organisation 164
Table 5.3 Vulnerability 177
Chapter 6
Figure 6.1 Downing's (1971) model 183
Table 6.1 Administrative and management functions 196
Table 6.2 The marketing behaviour of craftsmen and
opportunists 197
Table 6.3 Problems encountered before start-up 198
Table 6.4 Problems encountered after start-up 199
Chapter 7
Diagram 7.1 1989 penetration rate of new computer production
technologies in businesses in eight industrial sectors;
1992 and 1994 penetration rates in small Quebec
businesses in ten industrial sectors 212
Diagram 7.2 Introduction rate of computer technologies for small
businesses in the aircraft parts and dairy products
sectors, 1992 213
Table 7.1 Characteristics of sources of technological
information (1) 218
Table 7.2 Sources of technological knowledge by business size .220
Table 7.3 Internal and external sources of information by
business size (% of businesses) ,. 221
Illustration 7.1 The personal network of a small business 225
Table 7.4 Innovative capacity of smaller manufacturing
businesses in France (less than 10 employees) 229
Diagram 7.3 Links between the level of control over the decision-
making process, types of information and the phases
of the process to introduce technological innovations,
and the role of the owner-manager 239
Chapter 8
Figure 8.1 Organizational model 251
Figure 8.2 Logistics model 252
Figure 8.3 Information model 253
Figure 8.4 Diagram of an MRP II system 260
Table 8.1 Percentage ofMRP use by respondents, by turnover .267
Chapter 9
Table 9.1 Summary of research on small business access to
different sources of financing 277
Table 9.2 Comparison of the financial structure of small firms
! and large corporations 281
Table 9.3 Financial attributes of growth and non-growth firms 288
Table 9.4 Choice of financing and financial stress by
development stage 289
Table 9.5 Distribution of financing (% of Assets) by size of
growing firms 290
i Figure 9.1 Changes in small business failure rates over time 292
Figure 9.2 Small business failure rates in the year following
creation 293
Table 9.6 Personal attributes and managerial deficiencies of
owner-managers, and financial factors in bankrupt
companies 295
Chapter 10
Figure 10.1 Conceptual framework for information systems
research 304
Figure 10.2 Overall conceptual framework showing factors for a
successful information system 307
Table 10.1 Specific aspects of small businesses 309
Figure 10.3 Examples of the impact of specific small business
aspects on IS success factors 313
Figure 10.4 Problems, success factors and solutions for
information systems in small businesses 321
Table 10.2 Main success factors for user-computing and specific
aspects of small businesses 322
Table 10.3 Proto-strategies for end-user computing in small
businesses 325
Figure 10.5 Identification grid for strategic applications in small
businesses 329
Chapter 11
Table 11.1 Framework of analysis for HRM practices in small
businesses 334
Table 11.2 Overall compilation of research dealing with HRM in
SMEs 338
Table 11.3 Use of a functional organization chart 339
Table 11.4 Use of job descriptions in small businesses 341
Table 11.5 Sources of recruitment used by small businesses 344
Table 11.6 Types of selection used by small businesses 346
Table 11.7 Average effectiveness of recruitment sources for small
businesses 349
Table 11.8 Average effectiveness of selection methods used by
small businesses 350
Table 11.9 Incentive and bonus schemes offered by small
businesses 355
Table 11.10 Fringe benefits offered by small businesses 358
Table 11.11 Personnel appraisal methods used in small businesses .363
Table 11.12 Training methods and techniques used in small
businesses 368
Table 11.13 Communication and participation methods used in
small businesses 376
Table 11.14 Workplace health and safety practices in small
businesses 378
Figure 11.1 Contingency Model .'. 385
Chapter 12
Diagram 12.1 Evolution in supply and demand on an unstable
market in constant fluctuation 408 |
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| index_date | 2024-07-02T22:31:43Z |
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| spelling | The state of the art in small business and entrepreneurship ed. by Pierre-André Julien Aldershot [u.a.] Ashgate 1998 XXIV, 479 S. graph. Darst. txt rdacontent n rdamedia nc rdacarrier Small business Small business -- Management Julien, Pierre-André edt HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=016836139&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | The state of the art in small business and entrepreneurship Small business Small business -- Management |
| title | The state of the art in small business and entrepreneurship |
| title_auth | The state of the art in small business and entrepreneurship |
| title_exact_search | The state of the art in small business and entrepreneurship |
| title_exact_search_txtP | The state of the art in small business and entrepreneurship |
| title_full | The state of the art in small business and entrepreneurship ed. by Pierre-André Julien |
| title_fullStr | The state of the art in small business and entrepreneurship ed. by Pierre-André Julien |
| title_full_unstemmed | The state of the art in small business and entrepreneurship ed. by Pierre-André Julien |
| title_short | The state of the art in small business and entrepreneurship |
| title_sort | the state of the art in small business and entrepreneurship |
| topic | Small business Small business -- Management |
| topic_facet | Small business Small business -- Management |
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