2024-03-28T08:43:09Z
http://libjournals.mtsu.edu/index.php/jsbs/oai
oai:ojs.pkp.sfu.ca:article/4
2018-05-08T14:03:23Z
jsbs:BR
BUSINESS PLANS MADE EASY, SECOND EDITION
Klotz, Kenneth R.
The Small Business Institute®
2004-05-20
info:eu-repo/semantics/article
info:eu-repo/semantics/publishedVersion
application/pdf
http://libjournals.mtsu.edu/index.php/jsbs/article/view/4
Journal of Small Business Strategy (archive only); Vol. 15 No. 1 (2004); 93-94
2380-1751
1081-8510
eng
http://libjournals.mtsu.edu/index.php/jsbs/article/view/4/8
Copyright (c) 2004 Journal of Small Business Strategy
oai:ojs.pkp.sfu.ca:article/5
2017-10-30T20:59:04Z
jsbs:ART
Creating Entrepreneurs from the Ranks of the Unemployed
Bharadwaj, Prashanth N.
Falcone, Thomas W.
Osborne, Stephen W.
A little known provision of the North America Trade Agreement (NAFTA) legislation of 1993 is a mechanism that assists displaced workers with an interest in becoming entrepreneurs and small business owners. A program named the Self Employment Assistance Program (SEAP) was created and implemented in a number of states in the 1990s to do just that. SEAP facilitates entrepreneurial and small business management training and assistance to displaced workers. This article summarizes the experience and findings from Indiana University of Pennsylvania's SEAP program, which has provided assistance to over two hundred displaced workers in a tri-county area of western Pennsylvania between 1998 and 2003. The results support the contention that entrepreneurs can be "made" (or at least "assisted") even when they are confronted with less than optimal circumstances. Moreover, the findings suggest that the most reliable predictor of "success" was participation in the program itself, not entrepreneurial predisposition, education, aptitudes, or other factors that would be expected to positively influence success. Based on the success criteria established by the state of Pennsylvania, this program produced a "success rate " of 83%. Using an "up and running" criterion to define a successful entrepreneur, a 70% success rate was achieved. The framework for this entrepreneurial training program is also presented.
The Small Business Institute®
2004-01-20
info:eu-repo/semantics/article
info:eu-repo/semantics/publishedVersion
application/pdf
http://libjournals.mtsu.edu/index.php/jsbs/article/view/5
Journal of Small Business Strategy (archive only); Vol. 15 No. 1 (2004); 1-16
2380-1751
1081-8510
eng
http://libjournals.mtsu.edu/index.php/jsbs/article/view/5/3
Copyright (c) 2004 Stacy Aaron
oai:ojs.pkp.sfu.ca:article/6
2017-10-30T20:59:04Z
jsbs:Edi
Credits
Editor, JSBS
The Small Business Institute®
2015-05-20
info:eu-repo/semantics/article
info:eu-repo/semantics/publishedVersion
application/pdf
http://libjournals.mtsu.edu/index.php/jsbs/article/view/6
Journal of Small Business Strategy (archive only); Vol. 15 No. 1 (2004)
2380-1751
1081-8510
eng
http://libjournals.mtsu.edu/index.php/jsbs/article/view/6/2
Copyright (c) 2015 Journal of Small Business Strategy
oai:ojs.pkp.sfu.ca:article/7
2017-10-30T20:59:04Z
jsbs:ART
From Mass Customization to Customization: An Opportunity for Entrepreneurial Defferentiation
Aurand, Timothy W.
DeMoranville, Carol W.
Fredericks, Elisa
Smith, Thomas J.
Small, entrepreneurial businesses must be able to successfully compete with both large, well-established firms and smaller, agile firms. By making use of modern technology to meet the product needs and wants of individual consumers, smaller firms can better position themselves as both mass producers and firms involved in mass customization. This study evaluates the present status of customization among smaller firms and identifies key success factors enhancing the implementation of product customization initiatives.
The Small Business Institute®
2004-01-20
info:eu-repo/semantics/article
info:eu-repo/semantics/publishedVersion
application/pdf
http://libjournals.mtsu.edu/index.php/jsbs/article/view/7
Journal of Small Business Strategy (archive only); Vol. 15 No. 1 (2004); 49-58
2380-1751
1081-8510
eng
http://libjournals.mtsu.edu/index.php/jsbs/article/view/7/5
Copyright (c) 2004 Journal of Small Business Strategy
oai:ojs.pkp.sfu.ca:article/8
2017-10-30T20:59:04Z
jsbs:Edi
From the Editor
Editor, JSBS
The Small Business Institute®
2015-05-20
info:eu-repo/semantics/article
info:eu-repo/semantics/publishedVersion
application/pdf
http://libjournals.mtsu.edu/index.php/jsbs/article/view/8
Journal of Small Business Strategy (archive only); Vol. 15 No. 1 (2004)
2380-1751
1081-8510
eng
http://libjournals.mtsu.edu/index.php/jsbs/article/view/8/28
Copyright (c) 2015 Journal of Small Business Strategy
oai:ojs.pkp.sfu.ca:article/9
2017-10-30T20:59:04Z
jsbs:ART
Idea or Prime Opportunity? A Framework for Evaluating Business Ideas for New and Small Ventures
Human, Sherrie E.
Clark, Thomas
Baucus, Melissa S.
Eustis, Andrew C. (Sandy)
Entrepreneurs and entrepreneurship educators recognize that only a small percentage of venture ideas actually represent viable business opportunities. This paper addresses the important issue of opportunity recognition using a framework designed with a mnemonic structure for easy recall and based on the extant literature on opportunity recognition. The framework prompts users to examine Product/service, Resource, Individual, Market, and Economic start-up issues. Thus, the PRIME analysis is a heuristic designed for initial opportunity evaluation of a business concept prior to preparing a full-blown business plan. We discuss and apply this framework, demonstrating its effectiveness in the classroom and in practice.
The Small Business Institute®
2004-01-20
info:eu-repo/semantics/article
info:eu-repo/semantics/publishedVersion
application/pdf
http://libjournals.mtsu.edu/index.php/jsbs/article/view/9
Journal of Small Business Strategy (archive only); Vol. 15 No. 1 (2004); 59-80
2380-1751
1081-8510
eng
http://libjournals.mtsu.edu/index.php/jsbs/article/view/9/6
Copyright (c) 2004 Journal of Small Business Strategy
oai:ojs.pkp.sfu.ca:article/10
2017-10-30T20:59:04Z
jsbs:ART
Minority and Women Entrepreneurs Contracting with thw Federal Government
Mick, Todd D.
Greene, Patricia G.
This article uses learning network theory as a foundation upon which the assistance and barriers minority and women entrepreneurs face when attempting to contract with the federal government may be studied. The public policy programs analyzed for this study were the SBA's 8(a) program and the Department of Defense's Procurement Technical Assistance Program (PTAC). The methodology utilized was an in-depth analysis of government contracting experiences in two states, Missouri and Kansas, in the greater Kansas City area via formalized interviews and government data. Research results revealed strong responses to the 8(a) program and its overall effectiveness. Racial issues were of a particular concern, as well as the perceived lack of strength behind 8(a) contracting incentives. The PTAC program was revealed to be reaching a significantly increasing percentage of woman owned businesses, and to a lesser extent, minority-owned businesses while providing a more effective learning strategy for gaining government contracts.
The Small Business Institute®
2004-01-20
info:eu-repo/semantics/article
info:eu-repo/semantics/publishedVersion
application/pdf
http://libjournals.mtsu.edu/index.php/jsbs/article/view/10
Journal of Small Business Strategy (archive only); Vol. 15 No. 1 (2004); 33-48
2380-1751
1081-8510
eng
http://libjournals.mtsu.edu/index.php/jsbs/article/view/10/4
Copyright (c) 2004 Journal of Small Business Strategy
oai:ojs.pkp.sfu.ca:article/11
2017-10-30T20:59:04Z
jsbs:Edi
Table of Contents
Editor, JSBS
The Small Business Institute®
2015-05-20
info:eu-repo/semantics/article
info:eu-repo/semantics/publishedVersion
application/pdf
http://libjournals.mtsu.edu/index.php/jsbs/article/view/11
Journal of Small Business Strategy (archive only); Vol. 15 No. 1 (2004)
2380-1751
1081-8510
eng
http://libjournals.mtsu.edu/index.php/jsbs/article/view/11/30
Copyright (c) 2015 Journal of Small Business Strategy
oai:ojs.pkp.sfu.ca:article/12
2017-10-30T20:59:04Z
jsbs:ART
The Consequences of Fairness for a Small Professional Services Firm
Robbins, Tina L.
Jeffords, Ben C.
This paper distinguishes among client perceptions of outcome, procedural and interactional justice in professional services. We surveyed clients of a small accounting firm and focused specifically on fairness perceptions in income tax services. We predicted that procedural and interactional fairness would be more influential than distributive fairness on evaluations of the service. The results suggest that interactional fairness, the interpersonal treatment in the delivery of the service, is the most significant predictor of client perceptions of service quality, loyalty, and trust. Implications for managers of small businesses as well as sole practitioners that offer professional services are discussed.
The Small Business Institute®
2004-01-20
info:eu-repo/semantics/article
info:eu-repo/semantics/publishedVersion
application/pdf
http://libjournals.mtsu.edu/index.php/jsbs/article/view/12
Journal of Small Business Strategy (archive only); Vol. 15 No. 1 (2004); 81-92
2380-1751
1081-8510
eng
http://libjournals.mtsu.edu/index.php/jsbs/article/view/12/7
Copyright (c) 2004 Journal of Small Business Strategy
oai:ojs.pkp.sfu.ca:article/17
2017-10-30T20:59:16Z
jsbs:Edi
Credits
Editor, JSBS
The Small Business Institute®
2015-05-20
info:eu-repo/semantics/article
info:eu-repo/semantics/publishedVersion
application/pdf
http://libjournals.mtsu.edu/index.php/jsbs/article/view/17
Journal of Small Business Strategy (archive only); Vol. 15 No. 2 (2004)
2380-1751
1081-8510
eng
http://libjournals.mtsu.edu/index.php/jsbs/article/view/17/31
Copyright (c) 2015 JSBS Editor
oai:ojs.pkp.sfu.ca:article/19
2017-10-30T20:59:16Z
jsbs:ART
Family Business Ownership and Management: A Gender Comparison
Sonfield, Matthew C.
Lussier, Robert N.
While family firms account for an estimated 80 percent of all American businesses, and about one-third of these family businesses are owned by women, there has been minimal study of gender issues in family business ownership and management. In contrast to early (pre-1980) gender comparisons in management and entrepreneurs hip, this study found general similarities and few significant differences in a variety of management activities and styles between family businesses with at least half the owner-managers being women and those with less than half. These findings add to the limited and currently inconclusive body of knowledge regarding gender issues in family business, entrepreneurship, and management in general.
The Small Business Institute®
2004-05-20
info:eu-repo/semantics/article
info:eu-repo/semantics/publishedVersion
application/pdf
http://libjournals.mtsu.edu/index.php/jsbs/article/view/19
Journal of Small Business Strategy (archive only); Vol. 15 No. 2 (2004); 59-76
2380-1751
1081-8510
eng
http://libjournals.mtsu.edu/index.php/jsbs/article/view/19/13
Copyright (c) 2004 Matthew C. Sonfield, Robert N. Lussier
oai:ojs.pkp.sfu.ca:article/20
2017-10-30T20:59:16Z
jsbs:Edi
From the Editor
Editor, JSBS
The Small Business Institute®
2015-05-20
info:eu-repo/semantics/article
info:eu-repo/semantics/publishedVersion
application/pdf
http://libjournals.mtsu.edu/index.php/jsbs/article/view/20
Journal of Small Business Strategy (archive only); Vol. 15 No. 2 (2004)
2380-1751
1081-8510
eng
http://libjournals.mtsu.edu/index.php/jsbs/article/view/20/32
Copyright (c) 2015 JSBS Editor
oai:ojs.pkp.sfu.ca:article/23
2017-10-30T20:59:16Z
jsbs:Edi
Table of Contents
Editor, JSMS
The Small Business Institute®
2015-05-20
info:eu-repo/semantics/article
info:eu-repo/semantics/publishedVersion
application/pdf
http://libjournals.mtsu.edu/index.php/jsbs/article/view/23
Journal of Small Business Strategy (archive only); Vol. 15 No. 2 (2004)
2380-1751
1081-8510
eng
http://libjournals.mtsu.edu/index.php/jsbs/article/view/23/33
Copyright (c) 2015 Journal of Small Business Strategy
oai:ojs.pkp.sfu.ca:article/24
2017-10-30T20:59:16Z
jsbs:BR
The Venture
Editor, JSBS
The Small Business Institute®
2015-05-20
info:eu-repo/semantics/article
info:eu-repo/semantics/publishedVersion
application/pdf
http://libjournals.mtsu.edu/index.php/jsbs/article/view/24
Journal of Small Business Strategy (archive only); Vol. 15 No. 2 (2004); 105-106
2380-1751
1081-8510
eng
http://libjournals.mtsu.edu/index.php/jsbs/article/view/24/16
Copyright (c) 2015 JSBS Editor
oai:ojs.pkp.sfu.ca:article/27
2017-10-30T20:59:04Z
jsbs:ART
A comparative Profile of Male-and-Female Owned Small Accounting Practices
Fasci, Martha A.
Valdez, Jude
This study examines the similarities and differences in business, personal, and attitudinal characteristics reported by male- and female-owned small accounting firms. The overall objective of the study is to produce profiles based on gender for owners of small accounting firms. A survey was undertaken which included a national random sample of 1,000 female- and 1,000 male-owners of accounting practices, and a 30 percent response rate was obtained. While entrepreneurship has the potential for providing women in the accounting profession a viable avenue for escaping any limits in career progression working for others, female-owned accounting firms earn less, are smaller, report more discrimination, have on average been in existence a shorter time, are typically home-based and have a shorter work experience base than male-owned businesses.
The Small Business Institute®
2004-01-20
info:eu-repo/semantics/article
info:eu-repo/semantics/publishedVersion
application/pdf
http://libjournals.mtsu.edu/index.php/jsbs/article/view/27
Journal of Small Business Strategy (archive only); Vol. 15 No. 1 (2004); 17-32
2380-1751
1081-8510
eng
http://libjournals.mtsu.edu/index.php/jsbs/article/view/27/27
Copyright (c) 2004 Martha A. Fasci, Jude Valdez
oai:ojs.pkp.sfu.ca:article/28
2017-10-30T20:59:16Z
jsbs:ART
A Study on the Major Problems of U.S. Women-Owned Small Businesses
Lee, Sang-Suk
Denslow, Diane
This paper investigates the types of problems women-owned businesses face and the relative significance of these problems. The 800 U.S. women business owners were drawn at random from the membership directory of NAWBO (National Association of Women Business Owners). This paper analyzed the differences of major problems across each growth stage (that is, start-up, early growth, later growth and maturity) and in terms of the type of entrepreneur (that is, general/opportunistic or technical/craftsman) in U.S. women-owned businesses. The findings indicated there were significant differences in the problems faced by women-owned businesses who were in various growth stages of their business life (start up to the maturity stage). Finally, significant differences were found by entrepreneur type (technical/craftsman or general/opportunistic) within these women-owned businesses.
The Small Business Institute®
2004-05-20
info:eu-repo/semantics/article
info:eu-repo/semantics/publishedVersion
application/pdf
http://libjournals.mtsu.edu/index.php/jsbs/article/view/28
Journal of Small Business Strategy (archive only); Vol. 15 No. 2 (2004); 77-90
2380-1751
1081-8510
eng
http://libjournals.mtsu.edu/index.php/jsbs/article/view/28/14
oai:ojs.pkp.sfu.ca:article/29
2017-10-30T20:59:16Z
jsbs:ART
Attracting Today's Educated Workforce: Opportunities and Challenges for Small Business Firms
Froelich, Karen A.
Attracting quality employees is particularly critical for the small business; the increasingly required advanced skills of today's educated workforce present an additional challenge. This segment of the workforce is reputed to make job selection decisions based on lifestyle preferences that may disadvantage many small firms. This survey of 476 college graduates from 1979, 1989, and 2000 does not support new popularized views of job choice criteria. Results of the study suggest that small firms frequently possess numerous attributes highly valued by today's educated workforce - work challenge and variety, potential salary growth, congenial supportive co-workers, and more family-oriented atmosphere - that can be exploited in recruiting efforts. Important attributes that small firms need to improve upon include health insurance and pension plan benefits, and increased levels of autonomy. Overall, the study finds more opportunities than challenges for small businesses seeking to attract today's educated workforce.
The Small Business Institute®
2004-05-20
info:eu-repo/semantics/article
info:eu-repo/semantics/publishedVersion
application/pdf
http://libjournals.mtsu.edu/index.php/jsbs/article/view/29
Journal of Small Business Strategy (archive only); Vol. 15 No. 2 (2004); 1-18
2380-1751
1081-8510
eng
http://libjournals.mtsu.edu/index.php/jsbs/article/view/29/9
Copyright (c) 2004 Karen A. Froelich
oai:ojs.pkp.sfu.ca:article/30
2017-10-30T20:59:16Z
jsbs:ART
Computer Use in Small U.S. Firms: Is There a Digital Divide?
Coleman, Susan
This article uses data from the 1998 Survey of Small Business Finances to explore the use of computers and the Internet by small firms. Results reveal that firms owned by black men and firms owned by Asian men were significantly less likely to use computers for business purposes than firms owned by white men. There were no significant differences between firms owned by white men and those owned by white women or by Hispanic men. Other significant predictors of computer use included measures affirm size, firm age, organizational status, owner age, and the educational level of the owner.
The Small Business Institute®
2004-05-20
info:eu-repo/semantics/article
info:eu-repo/semantics/publishedVersion
application/pdf
http://libjournals.mtsu.edu/index.php/jsbs/article/view/30
Journal of Small Business Strategy (archive only); Vol. 15 No. 2 (2004); 91-104
2380-1751
1081-8510
eng
http://libjournals.mtsu.edu/index.php/jsbs/article/view/30/15
Copyright (c) 2004 Susan Coleman
oai:ojs.pkp.sfu.ca:article/31
2017-10-30T20:59:16Z
jsbs:ART
Small Business Manager Scanning Emphases and the Dominant Logic of the Business-level Strategy
Walters, Bruce A.
Priem, Richard L.
Shook, Christopher L.
Normative prescription dictates that the pursuit of a business-level strategy can be best achieved when strategic decision makers focus their attention on those functions and activities most relevant to that particular strategy (Porter, 1980; 1985). We examine two elemental research questions for strategic management: 1) what is the connection, if any, between business-level strategies and the sectors managers scan most in their external environments; and 2) are business-level strategies associated with specific internal firm characteristics and capabilities managers attend to most? We evaluate these questions using a field survey in which small business managers identify differences in the external environmental sectors and internal firm attributes they scan most when pursuing different strategies. Results demonstrate some connections between the strategy being pursued and external and internal scanning emphases. Importantly, we conclude that this "scanning connection" should not be taken for granted and we offer suggestions for how managers should be deliberate about their scanning behavior.
The Small Business Institute®
2004-05-20
info:eu-repo/semantics/article
info:eu-repo/semantics/publishedVersion
application/pdf
http://libjournals.mtsu.edu/index.php/jsbs/article/view/31
Journal of Small Business Strategy (archive only); Vol. 15 No. 2 (2004); 19-32
2380-1751
1081-8510
eng
http://libjournals.mtsu.edu/index.php/jsbs/article/view/31/10
Copyright (c) 2004 Bruce A. Walters, Richard L. Priem, Christopher L. Shook
oai:ojs.pkp.sfu.ca:article/32
2017-10-30T20:59:16Z
jsbs:ART
The Link Between Leadership, Strategy, and Performance in Manufacturing SMEs
O'Regan, Nicholas
Ghobadian, Abby
Sims, Martin
Sustainable competitive performance, in today's turbulent environment, is widely thought to depend on the quality of leadership and strategy. In this paper, we empirically examine the relationship between strategy, leadership and performance within a single study. Evidence is presented from 194 firms, outlining the association between strategy characteristics and the dimensions of leadership in a ranked order according to their degree of importance. The analysis indicates that a balanced transformational and transactional leadership style is likely to lead to better performance. The study also found that firms strongly emphasizing any of the leadership styles performed better than firms with uncertain or weak leadership styles. The findings provide practical guidelines to enable senior managers to consider leadership style in the formulation and deployment of their strategic plan. Finally, the analysis indicates the need to consider and align leadership and strategy in order to achieve sustainable competitive performance.
The Small Business Institute®
2004-05-20
info:eu-repo/semantics/article
info:eu-repo/semantics/publishedVersion
application/pdf
http://libjournals.mtsu.edu/index.php/jsbs/article/view/32
Journal of Small Business Strategy (archive only); Vol. 15 No. 2 (2004); 45-58
2380-1751
1081-8510
eng
http://libjournals.mtsu.edu/index.php/jsbs/article/view/32/12
Copyright (c) 2004 Nicholas O'Regan, Abby Ghobadian, Martin Sims
oai:ojs.pkp.sfu.ca:article/33
2017-10-30T20:59:16Z
jsbs:ART
Types of Product Innovations and Small Business Performance in Hostile and Benign Environments
Wright, Robert E.
Palmer, John C.
Perkins, Debra
The relationship between innovation and performance has been widely studied. In addition, many studies have examined moderating effects of types of competitive environments on this relationship. However, little work has been done to examine how specific types of product innovation strategies are related to performance in hostile and benign environments. Using results from a survey of a sample of small businesses, this paper used regression analysis to examine how degree of change in new product offerings and number of new product lines were related to satisfaction with financial performance. While neither type of innovation was related to satisfaction with performance in benign environments, the number of new lines developed was positively related to satisfaction with financial performance in hostile environments. The results from this sample indicate that the strategy of innovation through development of more new product lines may be preferable to developing dramatic innovations for small businesses in a hostile external environment.
The Small Business Institute®
2004-05-20
info:eu-repo/semantics/article
info:eu-repo/semantics/publishedVersion
application/pdf
http://libjournals.mtsu.edu/index.php/jsbs/article/view/33
Journal of Small Business Strategy (archive only); Vol. 15 No. 2 (2004); 33-44
2380-1751
1081-8510
eng
http://libjournals.mtsu.edu/index.php/jsbs/article/view/33/11
Copyright (c) 2004 Robert E. Wright, John C. Palmer
oai:ojs.pkp.sfu.ca:article/34
2017-10-30T20:59:32Z
jsbs:ART
A Cross-National Investigation of First-Generation, Second-Generation, and Third-Generation Family Businesses: A Four Country Anova Comparison
Sonfield, Matthew C.
Lussier, Robert N.
Pfeifer, Sanj
Manikutty, S.
Maherault, Loic
Verdier, Louis
This study compared first, second, and third-generation family businesses in the United States, Croatia, France, and India - countries with significant differences in cultures, economies, levels of entrepreneurial activity, and family business demographics. Contrary to much of the existing literature, the results indicate that owner-managers of all three generational categories of family businesses, in all four countries, generally shared the same managerial characteristics and practices. Implications for theory development and further research are presented.
The Small Business Institute®
2005-01-20
info:eu-repo/semantics/article
info:eu-repo/semantics/publishedVersion
application/pdf
http://libjournals.mtsu.edu/index.php/jsbs/article/view/34
Journal of Small Business Strategy (archive only); Vol. 16 No. 1 (2005); 9-26
2380-1751
1081-8510
eng
http://libjournals.mtsu.edu/index.php/jsbs/article/view/34/18
Copyright (c) 2005 Matthew C. Sonfield, Robert N. Lussier
oai:ojs.pkp.sfu.ca:article/35
2017-10-30T20:59:32Z
jsbs:ART
An Examination of the Accuracy of Small Manufacturer Cheif Executive Officers in Assessing the Legality of Selected Actions
Peterson, Robin T.
This inquiry investigated the degree of familiarity of C.E.O.s of small manufacturing firms with federal regulations. Important findings were that the managers, especially those employed by firms producing industrial goods, were deficient in their familiarity with the terms of government regulations and could benefit from the acquisition of further insights. Implications and suggestions for the C.E.O.s. are provided.
The Small Business Institute®
2005-01-20
info:eu-repo/semantics/article
info:eu-repo/semantics/publishedVersion
application/pdf
http://libjournals.mtsu.edu/index.php/jsbs/article/view/35
Journal of Small Business Strategy (archive only); Vol. 16 No. 1 (2005); 41-50
2380-1751
1081-8510
eng
http://libjournals.mtsu.edu/index.php/jsbs/article/view/35/20
Copyright (c) 2005 Robin T. Peterson
oai:ojs.pkp.sfu.ca:article/36
2017-10-30T20:59:32Z
jsbs:Edi
Credits
Editor, JSBS
The Small Business Institute®
2015-05-20
info:eu-repo/semantics/article
info:eu-repo/semantics/publishedVersion
application/pdf
http://libjournals.mtsu.edu/index.php/jsbs/article/view/36
Journal of Small Business Strategy (archive only); Vol. 16 No. 1 (2005)
2380-1751
1081-8510
eng
http://libjournals.mtsu.edu/index.php/jsbs/article/view/36/34
Copyright (c) 2015 JSBS Editor
oai:ojs.pkp.sfu.ca:article/37
2017-10-30T20:59:32Z
jsbs:ART
Felt Fair Pay of Small to Medium-sized Enterprise Owners in Finland and Lavia: An Examination of Jaques' Equality Construct*
Carraher, Shawn M.
Carraher, Sarah C.
This study tests a portion of Jaques' theory of equitable payment, using two samples of small to medium-sized business owners in Finland and Latvia. Results support Jaques' proposition about who would be satisfied with their pay level and who would be dissatisfied.
The Small Business Institute®
2005-01-20
info:eu-repo/semantics/article
info:eu-repo/semantics/publishedVersion
application/pdf
http://libjournals.mtsu.edu/index.php/jsbs/article/view/37
Journal of Small Business Strategy (archive only); Vol. 16 No. 1 (2005); 1-8
2380-1751
1081-8510
eng
http://libjournals.mtsu.edu/index.php/jsbs/article/view/37/17
Copyright (c) 2005 Shawn M. Carraher
oai:ojs.pkp.sfu.ca:article/38
2017-10-30T20:59:32Z
jsbs:Edi
From the Editor
Editor, JSBS
The Small Business Institute®
2015-05-20
info:eu-repo/semantics/article
info:eu-repo/semantics/publishedVersion
application/pdf
http://libjournals.mtsu.edu/index.php/jsbs/article/view/38
Journal of Small Business Strategy (archive only); Vol. 16 No. 1 (2005)
2380-1751
1081-8510
eng
http://libjournals.mtsu.edu/index.php/jsbs/article/view/38/35
Copyright (c) 2015 JSBS Editor
oai:ojs.pkp.sfu.ca:article/39
2017-10-30T20:59:32Z
jsbs:ART
SBIR Programs and Product Commercialization: Kinetic Art & Technology - An Example
Hufft, Jr., Edward M.
Swartz, Brenda
The SBIR (Small Business Innovation Research) program provides a way to assist entrepreneurs in commercializing their technology, and it provides government access to new technology. There are many issues facing technology start-ups. Some of the issues and possible responses are discussed. Kinetic Art & Technology (KAT) is an SBIR success story. With almost four million dollars in federal grant funds, the company developed and is commercializing new electric motor technology. The issues they faced and the decisions they made are key components of their success.
The Small Business Institute®
2005-01-20
info:eu-repo/semantics/article
info:eu-repo/semantics/publishedVersion
application/pdf
http://libjournals.mtsu.edu/index.php/jsbs/article/view/39
Journal of Small Business Strategy (archive only); Vol. 16 No. 1 (2005); 71-78
2380-1751
1081-8510
eng
http://libjournals.mtsu.edu/index.php/jsbs/article/view/39/22
Copyright (c) 2005 Edward M. Hufft, Jr., Brenda Swartz
oai:ojs.pkp.sfu.ca:article/40
2017-10-30T20:59:32Z
jsbs:ART
Strategic Cognitive Maps of Small Business Leaders
Payne, G. Tyge
Kennedy, Kevin H.
Blair, John D.
Fottler, Myron D.
Cognitive maps influence organizational strategic behaviors by guiding the perceptions of key decisions makers. This paper empirically examines these maps in small business leaders who have the ability to strongly influence an organization's attributes and actions. Results demonstrate that two distinct and polar orientations develop from small business leaders' self-identity with their organization, overall assessments of external stakeholders, and general perceptions of the environment. The strategic implications of these findings suggest that small business leaders should be mindful of their own viewpoints and biases since they can greatly influence organizational behaviors and subsequent performance.
The Small Business Institute®
2005-01-20
info:eu-repo/semantics/article
info:eu-repo/semantics/publishedVersion
application/pdf
http://libjournals.mtsu.edu/index.php/jsbs/article/view/40
Journal of Small Business Strategy (archive only); Vol. 16 No. 1 (2005); 27-40
2380-1751
1081-8510
eng
http://libjournals.mtsu.edu/index.php/jsbs/article/view/40/19
Copyright (c) 2005 G. Tyge Payne, Kevin H. Kennedy, John D. Blair, Myron D. Fottler
oai:ojs.pkp.sfu.ca:article/41
2017-10-30T20:59:32Z
jsbs:Edi
Table of Contents
Editor, jsbs
The Small Business Institute®
2015-05-20
info:eu-repo/semantics/article
info:eu-repo/semantics/publishedVersion
application/pdf
http://libjournals.mtsu.edu/index.php/jsbs/article/view/41
Journal of Small Business Strategy (archive only); Vol. 16 No. 1 (2005)
2380-1751
1081-8510
eng
http://libjournals.mtsu.edu/index.php/jsbs/article/view/41/36
Copyright (c) 2015 jsbs Editor
oai:ojs.pkp.sfu.ca:article/42
2018-04-10T14:51:45Z
jsbs:BR
The Old Girls' Network
Kickul, Jill
Vasquez, Maureen
The Small Business Institute®
2005-05-20
info:eu-repo/semantics/article
info:eu-repo/semantics/publishedVersion
application/pdf
http://libjournals.mtsu.edu/index.php/jsbs/article/view/42
Journal of Small Business Strategy (archive only); Vol. 16 No. 1 (2005); 79-82
2380-1751
1081-8510
eng
http://libjournals.mtsu.edu/index.php/jsbs/article/view/42/23
Copyright (c) 2015 Jill Kickul
oai:ojs.pkp.sfu.ca:article/43
2017-10-30T20:59:32Z
jsbs:ART
Understanding Adoption of Internet Technologies Among SMEs
Levenburg, Nancy M.
Schwarz, Thomas V.
Motwani, Jaideep
The Internet has been viewed as a powerful tool enabling small firms to "level the playing field" when competing with larger firms. Yet, the benefits of e-business are accruing to larger, rather than smaller, firms. While numerous studies have been conducted in other countries to examine the use of the Internet by small and medium-sized enterprises (SMEs), similar studies focused on U.S. small firms have not yet emerged. Using the Commission of the European Communities' stringent definition of SMEs, this paper identifies significantly different patterns in e-business usage among 395 micro, small, and medium-sized firms. While using the Internet to find information and to enhance the company/image brand is important for all firms, the smallest of firms attach greater importance to using the Internet for research purposes and lesser for communication reasons (i.e., e-mail). This pattern is reversed for larger (i.e., small and medium sized) firms.
The Small Business Institute®
2005-01-20
info:eu-repo/semantics/article
info:eu-repo/semantics/publishedVersion
application/pdf
http://libjournals.mtsu.edu/index.php/jsbs/article/view/43
Journal of Small Business Strategy (archive only); Vol. 16 No. 1 (2005); 51-70
2380-1751
1081-8510
eng
http://libjournals.mtsu.edu/index.php/jsbs/article/view/43/21
Copyright (c) 2005 Nancy M. Levenburg, Thomas V. Schwarz, Jaideep Motwani
oai:ojs.pkp.sfu.ca:article/44
2017-10-30T20:59:51Z
jsbs:ART
Building Sustainable Success in Art Galleries: An Exploratory Study of Adaptive Strategies
Smith, Howard L.
Discenza, Richard
Baker, Kenneth G.
Historically, art galleries have operated in a cottage industry that placed a premium on building unique relations with artists and clients. Recent economic and technological trends threaten the viability of this model. Art galleries now face a very challenging environment, demanding careful attention to strategy formulation and execution. However, more questions than answers can be found in the literature about management practices, art gallery performance, and factors affecting gallery success. This paper reports findings on these issues from an exploratory survey of Colorado art galleries. Results suggest that art gallery owners and mangers are not overly concerned about external pressures influencing their organizations. This attitude could adversely affect efforts to build sustainable success and value through adaptive strategies.
The Small Business Institute®
2005-05-20
info:eu-repo/semantics/article
info:eu-repo/semantics/publishedVersion
application/pdf
http://libjournals.mtsu.edu/index.php/jsbs/article/view/44
Journal of Small Business Strategy (archive only); Vol. 16 No. 2 (2005); 29-42
2380-1751
1081-8510
eng
http://libjournals.mtsu.edu/index.php/jsbs/article/view/44/24
Copyright (c) 2005 Howard L. Smith, Richard Discenza, Kenneth G. Baker
oai:ojs.pkp.sfu.ca:article/46
2017-10-30T20:59:51Z
jsbs:Edi
Credits
Editor, JSBS
The Small Business Institute®
2015-05-20
info:eu-repo/semantics/article
info:eu-repo/semantics/publishedVersion
application/pdf
http://libjournals.mtsu.edu/index.php/jsbs/article/view/46
Journal of Small Business Strategy (archive only); Vol. 16 No. 2 (2005)
2380-1751
1081-8510
eng
http://libjournals.mtsu.edu/index.php/jsbs/article/view/46/37
Copyright (c) 2015 JSBS Editor
oai:ojs.pkp.sfu.ca:article/47
2017-10-30T20:59:51Z
jsbs:ART
Employee Accommodations in Small Business Organizations
David, Jannifer
Rubenfeld, Stephen
Because of limited financial and human resources, small entrepreneurial organizations often struggle to meet work accommodation needs of their employees. Further complicating this challenge is an absence of professional human resource expertise and procedures to guide accommodation decision making. As a result, accommodations frequently carry with them more unintended negative consequences for co-workers than would otherwise be necessary or desirable. While many of these small organizations are not legally mandated to provide accommodations, their employees still have occasions where accommodations are needed and considered to be appropriate. Entrepreneurial organizations need creative and practical strategies to meet such needs. To address these concerns, many factors should be considered and incorporated into organizational responses to such requests. A model discussing these factors is proposed and suggestions for implementing accommodations in a manner which minimizes negative impacts are described.
The Small Business Institute®
2005-05-20
info:eu-repo/semantics/article
info:eu-repo/semantics/publishedVersion
application/pdf
http://libjournals.mtsu.edu/index.php/jsbs/article/view/47
Journal of Small Business Strategy (archive only); Vol. 16 No. 2 (2005); 55-68
2380-1751
1081-8510
eng
http://libjournals.mtsu.edu/index.php/jsbs/article/view/47/25
Copyright (c) 2005 Jannifer David, Stephen Rubenfeld
oai:ojs.pkp.sfu.ca:article/48
2017-10-30T20:59:51Z
jsbs:ART
Evaluating Lawyer Service Quality in Chapter 7 Bankruptcies: The Case of Small Professional Businesses
Palmer, Todd Starr
Andaleeb, Syed Saad
Joyner, Brenda E.
The increasingly competitive nature of the American legal environment is causing small law firms and solo practitioners to adopt many of the tools and attitudes of business. There is a potential conflict between lawyers' wishes to maximize revenue and fulfilling their professional values in interacting with their clients. This exploratory study examines how clients evaluate their lawyers. Utilizing a "procedural justice" framework, it is hypothesized that the greater the degree of trust, interpersonal respect, and competence exhibited by the lawyer, the greater will be the level of client satisfaction. All three hypotheses are supported.
The Small Business Institute®
2005-05-20
info:eu-repo/semantics/article
info:eu-repo/semantics/publishedVersion
application/pdf
http://libjournals.mtsu.edu/index.php/jsbs/article/view/48
Journal of Small Business Strategy (archive only); Vol. 16 No. 2 (2005); 69-78
2380-1751
1081-8510
eng
http://libjournals.mtsu.edu/index.php/jsbs/article/view/48/40
oai:ojs.pkp.sfu.ca:article/49
2017-10-30T20:59:51Z
jsbs:Edi
From the Editor
Editor, jsbs
The Small Business Institute®
2015-05-20
info:eu-repo/semantics/article
info:eu-repo/semantics/publishedVersion
application/pdf
http://libjournals.mtsu.edu/index.php/jsbs/article/view/49
Journal of Small Business Strategy (archive only); Vol. 16 No. 2 (2005)
2380-1751
1081-8510
eng
http://libjournals.mtsu.edu/index.php/jsbs/article/view/49/38
Copyright (c) 2015 jsbs Editor
oai:ojs.pkp.sfu.ca:article/50
2017-10-30T20:59:51Z
jsbs:ART
Revenue Management: A Strategy for Increasing Sales Revenue in Small Businesses
Shields, Jeff
Revenue management is a strategy used by companies in many industries to match products and services to customers in order to increase sales revenues. Although revenue management is well suited to meet some of the challenges of small businesses, there has been no prior research on its use in a small business setting. This paper presents the results from a survey of 76 small businesses on the use and effect of revenue management. The results demonstrate that revenue management is employed by small businesses and that it has a significant and positive effect on sales revenue. The results also reveal practices most commonly engaged in and the extent to which the strategy is applied by small businesses.
The Small Business Institute®
2005-05-20
info:eu-repo/semantics/article
info:eu-repo/semantics/publishedVersion
application/pdf
http://libjournals.mtsu.edu/index.php/jsbs/article/view/50
Journal of Small Business Strategy (archive only); Vol. 16 No. 2 (2005); 43-54
2380-1751
1081-8510
eng
http://libjournals.mtsu.edu/index.php/jsbs/article/view/50/41
Copyright (c) 2005 Jeff Shields
oai:ojs.pkp.sfu.ca:article/52
2017-10-30T20:59:51Z
jsbs:Edi
Table of Contents
Editor, JSBS
The Small Business Institute®
2015-05-20
info:eu-repo/semantics/article
info:eu-repo/semantics/publishedVersion
application/pdf
http://libjournals.mtsu.edu/index.php/jsbs/article/view/52
Journal of Small Business Strategy (archive only); Vol. 16 No. 2 (2005)
2380-1751
1081-8510
eng
http://libjournals.mtsu.edu/index.php/jsbs/article/view/52/39
Copyright (c) 2015 JSBS Editor
oai:ojs.pkp.sfu.ca:article/53
2017-10-30T20:59:51Z
jsbs:ART
Sales Force Automation Tools for Small Businesses
DelVecchio, Susan
Anselmi, Kenneth
The field salesperson is the small businesses' primary contact with customers and must be well-informed and responsive to customer needs. Information technology tools can help the salesperson meet these needs. However, the question of exactly which tools are instrumental in providing the salesperson sufficient levels of responsiveness needs to be answered. Given the investments associated with the various forms of software and hardware, firms need to know which forms will make a difference. Thus, this study compared users to nonusers of various forms of hardware and software. These results suggest investments in some software (such as e-mail faxing and e-catalogs) will be effective. Users of various forms of hardware, however, did not find their information system to be more effective. Future research efforts may find the explanation for this lack of effectiveness may rest with either the task performed (e.g., administrating the sales territory versus serving the customer) or the context (e.g., desk-based versus wireless mobile technology).
The Small Business Institute®
2005-05-20
info:eu-repo/semantics/article
info:eu-repo/semantics/publishedVersion
application/pdf
http://libjournals.mtsu.edu/index.php/jsbs/article/view/53
Journal of Small Business Strategy (archive only); Vol. 16 No. 2 (2005); 15-28
2380-1751
1081-8510
eng
http://libjournals.mtsu.edu/index.php/jsbs/article/view/53/42
Copyright (c) 2005 Susan DelVecchio, Kenneth Anselmi
oai:ojs.pkp.sfu.ca:article/54
2017-10-30T20:59:51Z
jsbs:ART
The Influences of Entrepreneurial Motivation and New Business Acquisition on Strategic Decision Making
Becherer, Richard C.
Finch, J. Howard
Helms, Marilyn M.
Strategic management is the domain of upper-level corporate management. The ability to make corporate decisions based on the company's internal strengths and externalities in the macro-environment is a key duty of top management. In small businesses, the business owner or founder generally operates the business and is in a leadership role as the CEO. Are the strategic management and decision-making processes similar for small entrepreneurial businesses? Is the strategic or long-term decision making the same for all entrepreneurs who start their own companies? Does the involvement of top managers in entrepreneurial companies vary in their day-to-day versus their long-term decision making? Small businesses may be inherited from family, started from scratch by an entrepreneur, or purchased as an existing entity. Is the involvement by the small business owner in decision making influenced by the way the business was founded or acquired? The purpose of this exploratory paper is to investigate the decision-making tactics of the small business owner or entrepreneur and to determine the influence, if any, of the means of business acquisition. Discussion and ideas for further research are presented.
The Small Business Institute®
2005-05-20
info:eu-repo/semantics/article
info:eu-repo/semantics/publishedVersion
application/pdf
http://libjournals.mtsu.edu/index.php/jsbs/article/view/54
Journal of Small Business Strategy (archive only); Vol. 16 No. 2 (2005); 1-14
2380-1751
1081-8510
eng
http://libjournals.mtsu.edu/index.php/jsbs/article/view/54/43
Copyright (c) 2005 Richard C. Becherer, J. Howard Finch, Marilyn M. Helms
oai:ojs.pkp.sfu.ca:article/55
2017-10-30T20:59:51Z
jsbs:BR
The Ten Faces of Innovation
Fregetto, Eugene
The Small Business Institute®
2015-05-20
info:eu-repo/semantics/article
info:eu-repo/semantics/publishedVersion
application/pdf
http://libjournals.mtsu.edu/index.php/jsbs/article/view/55
Journal of Small Business Strategy (archive only); Vol. 16 No. 2 (2005); 79-80
2380-1751
1081-8510
eng
http://libjournals.mtsu.edu/index.php/jsbs/article/view/55/44
Copyright (c) 2015 Eugene Fregetto
oai:ojs.pkp.sfu.ca:article/56
2017-10-30T21:00:10Z
jsbs:ART
After Receiving Financing, Do INC. 500 Companies Continue to Utilize Their Business Plan?
Allred, Anthony T.
Addams, H. Lon
Small, successful companies included on the INC. 500 list were surveyed to determine whether these companies use a business plan once financing has been obtained. The responding CEOs indicated that the business plan is a document of substantial importance in obtaining funding and in managing operations. Additionally, these CEOs were questioned regarding the importance of specific sections of their business plan when using the business plan to: (1) obtain funding and (2) manage their business. When it comes to obtaining funding, INC. 500 CEOs rank the Executive Summary and the Financial Section as the top two most important sections of the business plan. When it comes to managing the company, the Finance Section of a business plan was ranked first in importance over all other sections. CEOs and top management of small companies should take appropriate steps to craft an effective business plan, revise it periodically to reflect a changing environment, and refer to it often to assist their company in achieving even greater success in their operations.
The Small Business Institute®
2006-01-20
info:eu-repo/semantics/article
info:eu-repo/semantics/publishedVersion
application/pdf
http://libjournals.mtsu.edu/index.php/jsbs/article/view/56
Journal of Small Business Strategy (archive only); Vol. 17 No. 1 (2006); 17-26
2380-1751
1081-8510
eng
http://libjournals.mtsu.edu/index.php/jsbs/article/view/56/48
Copyright (c) 2006 Anthony T. Allred, H. Lon Addams
oai:ojs.pkp.sfu.ca:article/57
2017-10-30T21:00:10Z
jsbs:ART
Cognitive and Affective Service Marketing Strategies for Fine Dining Resturant Managers
Arora, Ph.D., Raj
Singer, Ph.D., Joe
This study extends the research on the importance of attitudes and emotions related to consumption experience at fine dining establishments. Prior research suggests that emotions are a primary source of human motivation; for small business restaurant managers the role of emotions is critical in influencing satisfaction, attitudes, and intention of customers to return. Estimated coefficients from causal models show the relative impact of prior attitudes and emotion on satisfaction, post-consumption attitudes and intentions.
The Small Business Institute®
2006-01-20
info:eu-repo/semantics/article
info:eu-repo/semantics/publishedVersion
application/pdf
http://libjournals.mtsu.edu/index.php/jsbs/article/view/57
Journal of Small Business Strategy (archive only); Vol. 17 No. 1 (2006); 51-62
2380-1751
1081-8510
eng
http://libjournals.mtsu.edu/index.php/jsbs/article/view/57/49
Copyright (c) 2006 Raj Arora, Ph.D., Joe Singer, Ph.D.
oai:ojs.pkp.sfu.ca:article/59
2017-10-30T21:00:10Z
jsbs:Edi
Credits
Editor, JSBS
The Small Business Institute®
2015-05-20
info:eu-repo/semantics/article
info:eu-repo/semantics/publishedVersion
application/pdf
http://libjournals.mtsu.edu/index.php/jsbs/article/view/59
Journal of Small Business Strategy (archive only); Vol. 17 No. 1 (2006)
2380-1751
1081-8510
eng
http://libjournals.mtsu.edu/index.php/jsbs/article/view/59/45
Copyright (c) 2015 JSBS Editor
oai:ojs.pkp.sfu.ca:article/60
2017-10-30T21:00:10Z
jsbs:ART
Developing a Supply Chain Strategy for a Midsize Resturant Chain
Wu, Lifang
Kloppenborg, Timothy J.
Walsh, James P.
In this paper, we develop a supply chain strategy for a growing midsize restaurant chain. Based on a case research of The HoneyBaked Ham Company of Ohio, we propose that an integrated approach should be applied to handle the challenges presented in the midsize restaurant distribution system. Specifically, we focus on action plans for mitigating inefficiencies found in the previous supply chain of HBH. As the success of supply chain management has increasingly become part of the competitive advantage of many firms, our work provides managerial insights to practitioners and researchers in the area of chain restaurant management where supply chain is often overlooked as a standard "back-office" function.
The Small Business Institute®
2006-01-20
info:eu-repo/semantics/article
info:eu-repo/semantics/publishedVersion
application/pdf
http://libjournals.mtsu.edu/index.php/jsbs/article/view/60
Journal of Small Business Strategy (archive only); Vol. 17 No. 1 (2006); 63-76
2380-1751
1081-8510
eng
http://libjournals.mtsu.edu/index.php/jsbs/article/view/60/50
Copyright (c) 2006 Lifang Wu, Timothy J. Kloppenborg, James P. Walsh
oai:ojs.pkp.sfu.ca:article/61
2017-10-30T21:00:10Z
jsbs:Edi
From the Editor
Editor, JSBS
The Small Business Institute®
2015-05-20
info:eu-repo/semantics/article
info:eu-repo/semantics/publishedVersion
application/pdf
http://libjournals.mtsu.edu/index.php/jsbs/article/view/61
Journal of Small Business Strategy (archive only); Vol. 17 No. 1 (2006)
2380-1751
1081-8510
eng
http://libjournals.mtsu.edu/index.php/jsbs/article/view/61/46
Copyright (c) 2015 JSBS Editor
oai:ojs.pkp.sfu.ca:article/62
2017-10-30T21:00:10Z
jsbs:ART
Is the Business Model a Useful Strategic Concept? Conceptual, Theoretical, and Empirical Insights
Morris, Micheal
Schindehutte, Minet
Richardson, James
Allen, Jeffrey
Although a widely used managerial concept, the notion of a "business model" has only recently begun to receive serious attention from researchers. While disparate opinions exist regarding its nature, the business model holds promise as a focal point for the development of theory in entrepreneurship. Realizing this promise requires progress not only in how to conceptualize the business model but, also, in how to measure a firm's model and draw comparisons across model types. Utilizing a six-component framework published earlier by the authors, a methodology for measuring the business model is demonstrated with a random sample of high-growth firms. Cluster analysis indicates the existence of four generic models. Suggestions are made and implications drawn for ongoing theory development and entrepreneurial practice.
The Small Business Institute®
2006-01-20
info:eu-repo/semantics/article
info:eu-repo/semantics/publishedVersion
application/pdf
http://libjournals.mtsu.edu/index.php/jsbs/article/view/62
Journal of Small Business Strategy (archive only); Vol. 17 No. 1 (2006); 27-50
2380-1751
1081-8510
eng
http://libjournals.mtsu.edu/index.php/jsbs/article/view/62/51
oai:ojs.pkp.sfu.ca:article/63
2017-10-30T21:00:10Z
jsbs:ART
Resturant Revenue Management: An Investigation into Changing Standard Operating Proceduresto Maximize Revenue
Shields, Jeff
Changing the standard operating procedures that are used for serving customers during periods of high versus low demand is a method of revenue management employed in restaurants. This study examined the extent to which this practice is used in restaurants that are primarily small businesses and examined its effects on revenue generation. The results of a survey of 85 restaurants provide the first known evidence that changing standard operating procedures is common among these small businesses. Findings support the hypothesis that greater changes in standard operating procedures between periods of high and low demand are significantly and positively associated with revenue generation.
The Small Business Institute®
2006-01-20
info:eu-repo/semantics/article
info:eu-repo/semantics/publishedVersion
application/pdf
http://libjournals.mtsu.edu/index.php/jsbs/article/view/63
Journal of Small Business Strategy (archive only); Vol. 17 No. 1 (2006); 77-86
2380-1751
1081-8510
eng
http://libjournals.mtsu.edu/index.php/jsbs/article/view/63/52
Copyright (c) 2006 Jeff Shields
oai:ojs.pkp.sfu.ca:article/64
2017-10-30T21:00:10Z
jsbs:ART
Stakeholder Theory and the Entrepreneurial Firm
Mitchell, Ronald K.
Cohen, Boyd
This paper offers a typology of a stakeholder theory of the entrepreneurial firm, such that a new lens for entrepreneurial management emerges. We (1) generated a list of purported "theories of the firm" from the literature; (2) applied qualifying criteria; (3) analyzed the list according to two dimensions-stakeholder inclusion and stakeholder equilibration strength-to categorize these theories of the firm into a typology revealing gaps in the theory-of-the-firm literature; and (4) identified research questions for a stakeholder theory of the entrepreneurial firm that raises entrepreneurial management issues.
The Small Business Institute®
2006-01-20
info:eu-repo/semantics/article
info:eu-repo/semantics/publishedVersion
application/pdf
http://libjournals.mtsu.edu/index.php/jsbs/article/view/64
Journal of Small Business Strategy (archive only); Vol. 17 No. 1 (2006); 1-16
2380-1751
1081-8510
eng
http://libjournals.mtsu.edu/index.php/jsbs/article/view/64/53
oai:ojs.pkp.sfu.ca:article/65
2018-04-10T14:50:28Z
jsbs:BR
Strategy-Specific Decision Making: A Guide for Excuting Competitive Strategy
Fields, W. Calvin
The Small Business Institute®
2006-05-20
info:eu-repo/semantics/article
info:eu-repo/semantics/publishedVersion
application/pdf
http://libjournals.mtsu.edu/index.php/jsbs/article/view/65
Journal of Small Business Strategy (archive only); Vol. 17 No. 1 (2006); 87-90
2380-1751
1081-8510
eng
http://libjournals.mtsu.edu/index.php/jsbs/article/view/65/54
Copyright (c) 2015 W. Calvin Fields
oai:ojs.pkp.sfu.ca:article/66
2017-10-30T21:00:10Z
jsbs:Edi
Table of Contents
Editor, JSBS
The Small Business Institute®
2015-05-20
info:eu-repo/semantics/article
info:eu-repo/semantics/publishedVersion
application/pdf
http://libjournals.mtsu.edu/index.php/jsbs/article/view/66
Journal of Small Business Strategy (archive only); Vol. 17 No. 1 (2006)
2380-1751
1081-8510
eng
http://libjournals.mtsu.edu/index.php/jsbs/article/view/66/47
Copyright (c) 2015 JSBS Editor
oai:ojs.pkp.sfu.ca:article/67
2017-10-30T21:00:21Z
jsbs:ART
An Exploration of Firm Performance Factors in Family Businesses: Do Families Value Only the "Bottom Line"?
Castillo, Jose
Wakefield, Micheal W.
Achieving the founder's vision is considered one of the most important organizational objectives for the continued survival and success of family firms. Yet, family dynamics is usually recognized as one of the main causes as to why less than one third of family businesses survive into the second generation of ownership. Contradicting this, others have found that family firms succeed as a result of the strong family ties that bind them. Thus, it appears that family-run firms are a rich mix of complex and interesting themes at play at any one time. Given this rather unsettled portrait of family businesses, we explore the factors of success for these types of businesses framed around the notion that families might value non-financial performance measures over hard "bottom line" results depending on extant family conditions.
The Small Business Institute®
2006-05-20
info:eu-repo/semantics/article
info:eu-repo/semantics/publishedVersion
application/pdf
http://libjournals.mtsu.edu/index.php/jsbs/article/view/67
Journal of Small Business Strategy (archive only); Vol. 17 No. 2 (2006); 37-52
2380-1751
1081-8510
eng
http://libjournals.mtsu.edu/index.php/jsbs/article/view/67/59
Copyright (c) 2006 Jose Castillo, Micheal W. Wakefield
oai:ojs.pkp.sfu.ca:article/68
2017-10-30T21:00:21Z
jsbs:ART
Angel Investment Criteria
Sudek, Richard
Start-up businesses often need external financing to grow. These new ventures frequently turn to business angel investors for capital. Angels, who are often wealthy individuals, provide early stage financing, called seed capital, for these start-up ventures. This study examines what a group of angel investors in Southern California consider when reviewing an investment opportunity, and how they prioritize their investment criteria. The study utilizes a two-phase approach consisting of a qualitative first phase and a quantitative second phase. The results of this study show that trustworthiness of the entrepreneur, quality of the management team, enthusiasm of the lead entrepreneur, and exit opportunities for the angel are the angels' top criteria.
The Small Business Institute®
2006-05-20
info:eu-repo/semantics/article
info:eu-repo/semantics/publishedVersion
application/pdf
http://libjournals.mtsu.edu/index.php/jsbs/article/view/68
Journal of Small Business Strategy (archive only); Vol. 17 No. 2 (2006); 89-104
2380-1751
1081-8510
eng
http://libjournals.mtsu.edu/index.php/jsbs/article/view/68/60
Copyright (c) 2006 Richard Sudek
oai:ojs.pkp.sfu.ca:article/69
2017-10-30T21:00:21Z
jsbs:ART
Business Students' Perceptions of Employment in Small and Medium-sized Enterprises Versus Multinational Corporations: Investing the Moderating Effects of Accademic Major, Gender, and Personality
Grubb III, W. Lee
Harris, Michael L.
MacKenzie, Jr., William I.
Research suggests that students are likely to seek out employment opportunities within large organizations first and often view small businesses as a second choice (Teo & Poon, 1994; Moy & Lee, 2002). The purpose of this paper was to compare U.S. undergraduate business students' perceptions towards employment with small and medium-sized enterprises (SMEs) and multinational corporations (MNCs) and to determine if academic major, gender, or personality influenced these perceptions. The results indicated that accounting, finance, and marketing students preferred employment with MNCs, while the primary employment choice for management students was SMEs. In addition, males preferred employment with SMEs and females favored MNCs. No significant relationships were found between personality dimensions and employment preference. Findings did, however, indicate that several of job factors were significantly related to gender.
The Small Business Institute®
2006-05-20
info:eu-repo/semantics/article
info:eu-repo/semantics/publishedVersion
application/pdf
http://libjournals.mtsu.edu/index.php/jsbs/article/view/69
Journal of Small Business Strategy (archive only); Vol. 17 No. 2 (2006); 27-36
2380-1751
1081-8510
eng
http://libjournals.mtsu.edu/index.php/jsbs/article/view/69/61
Copyright (c) 2006 W. Lee Grubb III, Michael L. Harris, William I. MacKenzie, Jr.
oai:ojs.pkp.sfu.ca:article/70
2017-10-30T21:00:21Z
jsbs:Edi
Credits
Editor, JSBS
The Small Business Institute®
2015-05-20
info:eu-repo/semantics/article
info:eu-repo/semantics/publishedVersion
application/pdf
http://libjournals.mtsu.edu/index.php/jsbs/article/view/70
Journal of Small Business Strategy (archive only); Vol. 17 No. 2 (2006)
2380-1751
1081-8510
eng
http://libjournals.mtsu.edu/index.php/jsbs/article/view/70/56
Copyright (c) 2015 JSBS Editor
oai:ojs.pkp.sfu.ca:article/71
2017-10-30T21:00:21Z
jsbs:ART
Do Strategic Business Networks Benefit Male-and-Female-Owned Small-Community Businesses?
Miller, Nancy J.
Besser, Terry L.
Riibe, Jennifer V.
This research, based on social capital and strategic networking theory, explored small business owners' use of formal networking as a strategy for conducting business in competitive markets. Data were collected from 285 men and 111 women, who operated small businesses in small communities and were members of one of 29 business networks. Findings, based on hierarchical regression, suggest there are descriptive differences among male and female small business owners such as the business size and years of ownership that should be further explored. However, no differences were found for perceived network benefits based on gender, size of business, or years of ownership. Variables central to social capital and strategic network theory held a positive effect on network benefits (R^sup 2^ = .580), suggesting strategic business networks do benefit both male- and female-owned small community businesses. Understanding how small community businesses operate and interact in network organizations has implications for business improvement and, ultimately, small community development.
The Small Business Institute®
2006-05-20
info:eu-repo/semantics/article
info:eu-repo/semantics/publishedVersion
application/pdf
http://libjournals.mtsu.edu/index.php/jsbs/article/view/71
Journal of Small Business Strategy (archive only); Vol. 17 No. 2 (2006); 53-74
2380-1751
1081-8510
eng
http://libjournals.mtsu.edu/index.php/jsbs/article/view/71/62
Copyright (c) 2006 Nancy J. Miller, Terry L. Besser, Jennifer V. Riibe
oai:ojs.pkp.sfu.ca:article/72
2017-10-30T21:00:21Z
jsbs:Edi
From the Editor
Editor, JSBS
The Small Business Institute®
2015-05-20
info:eu-repo/semantics/article
info:eu-repo/semantics/publishedVersion
application/pdf
http://libjournals.mtsu.edu/index.php/jsbs/article/view/72
Journal of Small Business Strategy (archive only); Vol. 17 No. 2 (2006)
2380-1751
1081-8510
eng
http://libjournals.mtsu.edu/index.php/jsbs/article/view/72/57
Copyright (c) 2015 JSBS Editor
oai:ojs.pkp.sfu.ca:article/73
2017-10-30T21:00:21Z
jsbs:ART
Impact of Planning and Control Sophistication in Small Business
Hodges, Harland E.
Kent, Thomas W.
Significant research has been conducted using numerical measures to establish criteria and determine the relationship between planning sophistication and business success. This research takes a different approach by using a one-on-one interview with closed ended questions to evaluate management perceptions of planning sophistication and its relationship to perceptions of company performance. Our study addresses sophistication in terms of: planning knowledge, time period the plan covers, external/internal considerations, and internal metrics used to measure success. It addresses measurement and control in terms of: goals and objectives, and monitoring frequency. Management's perceptions of how increased knowledge of the strategic planning discipline might impact future company performance are also evaluated. Findings indicate that managers ' perceptions of greater sophistication in their planning efforts are slightly positively related to perceptions of better company performance. Overwhelming evidence is submitted indicating increased knowledge will moderately to significantly impact future company performance.
The Small Business Institute®
2006-05-20
info:eu-repo/semantics/article
info:eu-repo/semantics/publishedVersion
application/pdf
http://libjournals.mtsu.edu/index.php/jsbs/article/view/73
Journal of Small Business Strategy (archive only); Vol. 17 No. 2 (2006); 75-88
2380-1751
1081-8510
eng
http://libjournals.mtsu.edu/index.php/jsbs/article/view/73/63
Copyright (c) 2006 Harland E. Hodges, Thomas W. Kent
oai:ojs.pkp.sfu.ca:article/74
2018-04-10T14:35:25Z
jsbs:BR
Startups That Work
Nelson, Thomas
The Small Business Institute®
2006-05-20
info:eu-repo/semantics/article
info:eu-repo/semantics/publishedVersion
application/pdf
http://libjournals.mtsu.edu/index.php/jsbs/article/view/74
Journal of Small Business Strategy (archive only); Vol. 17 No. 2 (2006); 105-108
2380-1751
1081-8510
eng
http://libjournals.mtsu.edu/index.php/jsbs/article/view/74/55
Copyright (c) 2015 Thomas Nelson
oai:ojs.pkp.sfu.ca:article/75
2017-10-30T21:00:21Z
jsbs:Edi
Table of Contents
Editor, JSBS
The Small Business Institute®
2015-05-20
info:eu-repo/semantics/article
info:eu-repo/semantics/publishedVersion
application/pdf
http://libjournals.mtsu.edu/index.php/jsbs/article/view/75
Journal of Small Business Strategy (archive only); Vol. 17 No. 2 (2006)
2380-1751
1081-8510
eng
http://libjournals.mtsu.edu/index.php/jsbs/article/view/75/58
Copyright (c) 2015 JSBS Editor
oai:ojs.pkp.sfu.ca:article/76
2017-10-30T21:00:21Z
jsbs:ART
The Internationalization of SMES in Emerging Economies: Institional Embeddedness and Absorptive Capacities
Zhu, Hong
Hitt, Michael A.
Tihanyi, Laszlo
We examine the importance of institutional embeddedness and dynamic capabilities in the internationalization strategies of small and medium-sized enterprises (SMEs) in emerging economies. We focus on two types of SMEs - incumbent SMEs and entrepreneurial start-ups. We argue that incumbent SMEs can increase their internationalization capabilities by using their embedded networks with local governments and business groups. Entrepreneurial start-ups in emerging economies may develop new capabilities by learning from foreign firms and business groups. Therefore, entrepreneurial start-ups identify, create, and exploit new opportunities continuously in foreign markets. This work contributes to our knowledge of how incumbent SMEs and entrepreneurial ventures in emerging markets build knowledge and capabilities to enter and compete successfully in international markets.
The Small Business Institute®
2006-05-20
info:eu-repo/semantics/article
info:eu-repo/semantics/publishedVersion
application/pdf
http://libjournals.mtsu.edu/index.php/jsbs/article/view/76
Journal of Small Business Strategy (archive only); Vol. 17 No. 2 (2006); 1-26
2380-1751
1081-8510
eng
http://libjournals.mtsu.edu/index.php/jsbs/article/view/76/64
Copyright (c) 2006 Hong Zhu, Michael A. Hitt, Laszlo Tihanyi
oai:ojs.pkp.sfu.ca:article/77
2017-10-30T21:00:38Z
jsbs:ART
Coopetition as a Small Business Strategy: Implications for Performance
Morris, Michael H.
Kocak, Akin
Ozer, Alper
This paper explores coopetition, a strategy that combines cooperation and competition in addressing relationships between firms. We examine the underlying nature of coopetition, and evaluate the extent to which it represents a relevant strategy for small firms. Inherent problems are identified when attempting to collaborate with competitors. We propose an approach to measuring the coopetitive tendencies of small firms. The measurement approach centers on three underlying dimensions: mutual benefit, trust, and commitment. Applying this approach, we assess the relationship between coopetition and firm performance. Based on a survey of 647 small firms in Turkey, a strong, positive relationship is identified. Theoretical and managerial implications are drawn from the findings.
The Small Business Institute®
2007-01-20
info:eu-repo/semantics/article
info:eu-repo/semantics/publishedVersion
application/pdf
http://libjournals.mtsu.edu/index.php/jsbs/article/view/77
Journal of Small Business Strategy (archive only); Vol. 18 No. 1 (2007); 35-56
2380-1751
1081-8510
eng
http://libjournals.mtsu.edu/index.php/jsbs/article/view/77/68
Copyright (c) 2007 Michael H. Morris, Akin Kocak, Alper Ozer
oai:ojs.pkp.sfu.ca:article/78
2017-10-30T21:00:38Z
jsbs:Edi
Credits
Editor, JSBS
The Small Business Institute®
2015-05-20
info:eu-repo/semantics/article
info:eu-repo/semantics/publishedVersion
application/pdf
http://libjournals.mtsu.edu/index.php/jsbs/article/view/78
Journal of Small Business Strategy (archive only); Vol. 18 No. 1 (2007)
2380-1751
1081-8510
eng
http://libjournals.mtsu.edu/index.php/jsbs/article/view/78/65
Copyright (c) 2015 JSBS Editor
oai:ojs.pkp.sfu.ca:article/79
2017-10-30T21:00:38Z
jsbs:ART
Do Family Meetings Really Matter? Their Relationship to Planning and Performance Outcomes in Small Family Businesses
Tower, C. Burk
Gudmundson, Donald
Schierstedt, Susan
Hartman, E. Alan
This empirical research focused on examining the relationship between family meetings and the characteristics of those family meetings (who participated and issues discussed), planning processes (succession planning, estate planning, family mission and business mission) and performance measures (revenues and number of generations survived). Small family businesses in a midwestern state were surveyed with 241 useable responses. Significant differences were found in the planning processes between businesses that held family meetings and those that did not. No differences were found for the performance measures. Significant relationships between family meetings and both planning processes and performance measures were found when comparing family businesses based on who participated in the family meetings - just holding meetings does not matter, but inclusiveness of those meetings does matter.
The Small Business Institute®
2007-01-20
info:eu-repo/semantics/article
info:eu-repo/semantics/publishedVersion
application/pdf
http://libjournals.mtsu.edu/index.php/jsbs/article/view/79
Journal of Small Business Strategy (archive only); Vol. 18 No. 1 (2007); 85-94
2380-1751
1081-8510
eng
http://libjournals.mtsu.edu/index.php/jsbs/article/view/79/69
Copyright (c) 2007 C. Burk Tower, Donald Gudmundson, Susan Schierstedt, E. Alan Hartman
oai:ojs.pkp.sfu.ca:article/80
2017-10-30T21:00:38Z
jsbs:ART
Entrepreneurial Strategies in a Declining Industry
Burpitt, William
Fowler, Sally
This study explores the strategies of small firms in the North Carolina furniture supply industry, an industry that has suffered significant job loss due to foreign competition. In case studies of 17 firms, managers identified the strategies that they believed would be most effective in confronting the threats of global competition and imports. Entrepreneurial strategies involving development of new products and entry into new markets ranked highest, but most of the firms were employing strategies that emphasized efficiency and focused on existing products and markets. Firms that employed more entrepreneurial strategies reported superior financial performance in terms of revenue growth, suggesting that entrepreneurial strategies were in fact more effective in this declining industry. This research identifies the impediments that prevented firms from employing entrepreneurial strategies, as well as the types of resources the managers believed would be required for successful implementation of entrepreneurial strategies.
The Small Business Institute®
2007-01-20
info:eu-repo/semantics/article
info:eu-repo/semantics/publishedVersion
application/pdf
http://libjournals.mtsu.edu/index.php/jsbs/article/view/80
Journal of Small Business Strategy (archive only); Vol. 18 No. 1 (2007); 69-84
2380-1751
1081-8510
eng
http://libjournals.mtsu.edu/index.php/jsbs/article/view/80/70
Copyright (c) 2007 William Burpitt, Sally Fowler
oai:ojs.pkp.sfu.ca:article/81
2017-10-30T21:00:38Z
jsbs:Edi
From the Editor
Editor, JSBS
The Small Business Institute®
2015-05-20
info:eu-repo/semantics/article
info:eu-repo/semantics/publishedVersion
application/pdf
http://libjournals.mtsu.edu/index.php/jsbs/article/view/81
Journal of Small Business Strategy (archive only); Vol. 18 No. 1 (2007)
2380-1751
1081-8510
eng
http://libjournals.mtsu.edu/index.php/jsbs/article/view/81/66
Copyright (c) 2015 JSBS Editor
oai:ojs.pkp.sfu.ca:article/82
2017-10-30T21:00:38Z
jsbs:ART
Is Informal Planning the Key to the Success of the Inc. 500?
Allred, Anthony
Addams, H. Lon
Chakraborty, Goutam
A review of the research on planning indicated that formal planning might be unnecessary for small, fast-growing companies. Many small, flourishing companies are operating with no written business plan. This study surveyed INC. 500 CEOs to investigate their view on the importance of informal and formal planning practices. The CEOs were asked about the time spent on formal and informal planning for the fundamental business functions (marketing, finance, human resource, operations management, supply chain management, information technology, legal issues, social responsibility, and management). The findings indicated that INC. 500 CEOs spend more time on informal planning than formal planning. When involved in informal planning, CEOs spend significantly more time on management, marketing, operations and finance than the other business functions. When involved in formal planning. CEOs spend significantly more time on the same four business functions as informal planning (though the order is slightly different). The study concludes that both informal and formal planning are vital and necessary for small business success. Knowing when and what to do in both areas of planning is essential.
The Small Business Institute®
2007-01-20
info:eu-repo/semantics/article
info:eu-repo/semantics/publishedVersion
application/pdf
http://libjournals.mtsu.edu/index.php/jsbs/article/view/82
Journal of Small Business Strategy (archive only); Vol. 18 No. 1 (2007); 95-104
2380-1751
1081-8510
eng
http://libjournals.mtsu.edu/index.php/jsbs/article/view/82/71
Copyright (c) 2007 Anthony Allred, H. Lon Addams, Goutam Chakraborty
oai:ojs.pkp.sfu.ca:article/83
2017-10-30T21:00:38Z
jsbs:ART
Small Business Internet Use and Strategic Flexibility
Murphy, Gregory B.
Celuch, Kevin
Callaway, Stephen K.
Research on SME Internet use has focused almost exclusively on factors leading to the adoption of Internet technologies. In this study, we focus on the potentially valuable connection between Internet use and strategic flexibility. Specifically, we propose that Internet use for communications will promote greater strategic flexibility for the small firm, but only in a dynamic environment. The results, based on a sample of 160 small Midwest companies, largely support this hypothesis. Environmental dynamism was found to moderate the relationship between Internet use for communications and strategic flexibility. Use of the Internet for communications was found to be positively and significantly related to strategic flexibility in a dynamic environment. As expected, dynamism did not moderate the relationship between Internet use for transactions and strategic flexibility. These findings hold implications for future research and for managers of small firms attempting to effectively leverage the Internet for competitive advantage.
The Small Business Institute®
2007-01-20
info:eu-repo/semantics/article
info:eu-repo/semantics/publishedVersion
application/pdf
http://libjournals.mtsu.edu/index.php/jsbs/article/view/83
Journal of Small Business Strategy (archive only); Vol. 18 No. 1 (2007); 57-68
2380-1751
1081-8510
eng
http://libjournals.mtsu.edu/index.php/jsbs/article/view/83/72
Copyright (c) 2007 Gregory B. Murphy, Kevin Celuch, Stephen K. Callaway
oai:ojs.pkp.sfu.ca:article/84
2017-10-30T21:00:38Z
jsbs:ART
SME Performance: A Case for Internal Consistency
Pett, Timothy L.
Wolff, James A.
We develop the theoretical arguments for a contingent path relationship among variables representing the environment, capabilities, strategic orientation, and firm performance. The premise underpinning our study is that internal consistency or fit among contingent relationships yields higher performance levels. Structural equation modeling allows for the statistical examination of multiple relationships simultaneously to test our hypotheses. We find support for the notion that internally consistent paths lead to higher levels of performance for a sample of 181 mid-western small and medium-sized manufacturing firms. A discussion of the implications for these findings with respect to managerial practice and future research is provided.
The Small Business Institute®
2007-01-20
info:eu-repo/semantics/article
info:eu-repo/semantics/publishedVersion
application/pdf
http://libjournals.mtsu.edu/index.php/jsbs/article/view/84
Journal of Small Business Strategy (archive only); Vol. 18 No. 1 (2007); 1-16
2380-1751
1081-8510
eng
http://libjournals.mtsu.edu/index.php/jsbs/article/view/84/73
Copyright (c) 2007 Timothy L. Pett, James A. Wolff
oai:ojs.pkp.sfu.ca:article/85
2017-10-30T21:00:38Z
jsbs:Edi
Table of Contents
Editor, JSBS
The Small Business Institute®
2015-05-20
info:eu-repo/semantics/article
info:eu-repo/semantics/publishedVersion
application/pdf
http://libjournals.mtsu.edu/index.php/jsbs/article/view/85
Journal of Small Business Strategy (archive only); Vol. 18 No. 1 (2007)
2380-1751
1081-8510
eng
http://libjournals.mtsu.edu/index.php/jsbs/article/view/85/67
Copyright (c) 2015 JSBS Editor
oai:ojs.pkp.sfu.ca:article/86
2017-10-30T21:00:38Z
jsbs:ART
The Development and Statistical Testing of a Nascent Organization Structure Sequence Model
Fiore, D.B.A, Robert A.
Lussier, Ph.D., Robert N.
This study identified episodic stages of growth used by nascent hyper-growth firms. Based on the literature, an 11-stage hypothetical episodic Nascent Organization Structure Sequence (NOSS) model was postulated. Sixty-two Inc-500 fastest-growing "gazelle" entrepreneurs identified which of the 11 stages they used or would use to build their business. One-sample chi-square analysis per NOSS stage found that nine of the growth stages were identified as significant (p < .05), resulting in a revised Verified Nascent Organization Structure Sequence (VNOSS) model of high-growth, emerging organizational development. See Figure 1 for a list of the 11 NOSS stages, and Figure 2 for the resulting 9 VNOSS stages. The model contributes to the development of a research foundation that can aid entrepreneurs in changing their structures as they grow their businesses, as well as consultants who help them grow.
The Small Business Institute®
2007-01-20
info:eu-repo/semantics/article
info:eu-repo/semantics/publishedVersion
application/pdf
http://libjournals.mtsu.edu/index.php/jsbs/article/view/86
Journal of Small Business Strategy (archive only); Vol. 18 No. 1 (2007); 17-34
2380-1751
1081-8510
eng
http://libjournals.mtsu.edu/index.php/jsbs/article/view/86/75
Copyright (c) 2007 Robert A. Fiore, D.B.A, Robert N. Lussier, Ph.D.
oai:ojs.pkp.sfu.ca:article/87
2018-04-10T14:44:21Z
jsbs:BR
100 Great Businesses and the Minds Behind Them
Fry, Fred
The Small Business Institute®
2007-05-21
info:eu-repo/semantics/article
info:eu-repo/semantics/publishedVersion
application/pdf
http://libjournals.mtsu.edu/index.php/jsbs/article/view/87
Journal of Small Business Strategy (archive only); Vol. 18 No. 2 (2007); 105-106
2380-1751
1081-8510
eng
http://libjournals.mtsu.edu/index.php/jsbs/article/view/87/85
Copyright (c) 2015 Fred Fry
oai:ojs.pkp.sfu.ca:article/88
2017-10-30T21:00:52Z
jsbs:ART
A Ranking of State Governments' Efficient Use of Expenditures to Encourage Small Firm Births
Peake, Whitney O
Marshall, Maria L.
Preckel, Paul V.
We assume state governments are rational in their budgeting behavior. If this is true, then it is intuitive that they would allocate their expenditures so as to receive the maximum possible benefit for the least cost. Within the parameters of this study, we assume state governments work to receive the maximum number of firm births for the least amount of expenditure. Using regression analysis, we attempt to determine common state government expenditures that indirectly promote firm birth. We then employ non-parametric efficiency testing to rank states by their relative efficiency in using the significant expenditures to promote firm births. The regression results reveal three positive and significant expenditures in determining small firm birth, while relative efficiency rankings based on the use of these target expenditures indicate how states compare to their peers in terms of efficient expenditure use.
The Small Business Institute®
2007-05-21
info:eu-repo/semantics/article
info:eu-repo/semantics/publishedVersion
application/pdf
http://libjournals.mtsu.edu/index.php/jsbs/article/view/88
Journal of Small Business Strategy (archive only); Vol. 18 No. 2 (2007); 43-56
2380-1751
1081-8510
eng
http://libjournals.mtsu.edu/index.php/jsbs/article/view/88/76
Copyright (c) 2007 Whitney O Peake, Maria L. Marshall, Paul V. Preckel
oai:ojs.pkp.sfu.ca:article/89
2017-10-30T21:00:52Z
jsbs:Edi
Credits
Editor, JSBS
The Small Business Institute®
2015-05-21
info:eu-repo/semantics/article
info:eu-repo/semantics/publishedVersion
application/pdf
http://libjournals.mtsu.edu/index.php/jsbs/article/view/89
Journal of Small Business Strategy (archive only); Vol. 18 No. 2 (2007)
2380-1751
1081-8510
eng
http://libjournals.mtsu.edu/index.php/jsbs/article/view/89/82
Copyright (c) 2015 JSBS Editor
oai:ojs.pkp.sfu.ca:article/90
2017-10-30T21:00:52Z
jsbs:BR
Errata
Editor, JSBS
The Small Business Institute®
2015-05-21
info:eu-repo/semantics/article
info:eu-repo/semantics/publishedVersion
application/pdf
http://libjournals.mtsu.edu/index.php/jsbs/article/view/90
Journal of Small Business Strategy (archive only); Vol. 18 No. 2 (2007); 107-110
2380-1751
1081-8510
eng
http://libjournals.mtsu.edu/index.php/jsbs/article/view/90/86
Copyright (c) 2015 JSBS Editor
oai:ojs.pkp.sfu.ca:article/91
2017-10-30T21:00:52Z
jsbs:ART
Examining the Impact of Small Business Institute Participation on Entrepreneurial Attitudes
Harris, Michael L.
Gibson, Shanan G.
Taylor, Sherrill R.
Students enrolled in the Small Business Institute® (SBI) at six universities completed the Entrepreneurial Attitudes Orientation survey. A pre-test was administered during the first week of the semester followed by a post-test at the conclusion of the semester to determine if participation in the course affected students' entrepreneurial attitudes. Past research suggests that an "entrepreneurial perspective" can be developed in individuals, and that a primary focus of entrepreneurship education is the development of positive attitudes. Results strongly supported the notion that completion of the SBI course had a major impact on students' entrepreneurial attitudes. Furthermore, a significant interaction effect was found such that women's attitudes were significantly strengthened by completing the course.
The Small Business Institute®
2007-05-21
info:eu-repo/semantics/article
info:eu-repo/semantics/publishedVersion
application/pdf
http://libjournals.mtsu.edu/index.php/jsbs/article/view/91
Journal of Small Business Strategy (archive only); Vol. 18 No. 2 (2007); 57-76
2380-1751
1081-8510
eng
http://libjournals.mtsu.edu/index.php/jsbs/article/view/91/77
Copyright (c) 2007 Michael L. Harris, Shanan G. Gibson, Sherrill R. Taylor
oai:ojs.pkp.sfu.ca:article/92
2017-10-30T21:00:52Z
jsbs:Edi
From the Editor
Editor, JSBS
The Small Business Institute®
2015-05-21
info:eu-repo/semantics/article
info:eu-repo/semantics/publishedVersion
application/pdf
http://libjournals.mtsu.edu/index.php/jsbs/article/view/92
Journal of Small Business Strategy (archive only); Vol. 18 No. 2 (2007)
2380-1751
1081-8510
eng
http://libjournals.mtsu.edu/index.php/jsbs/article/view/92/83
Copyright (c) 2015 JSBS Editor
oai:ojs.pkp.sfu.ca:article/93
2017-10-30T21:00:52Z
jsbs:ART
Small Business Operations Strategy: Aligning Priorities and Resources
Lawrence, William W.
This article reports the perceptions of small business owner/managers in Jamaica regarding how to use operations strategy for improving firm profitability. The perspectives of classical economics and behavioral theory were integrated to evolve a model of small business operations. Two relevant hypotheses were examined using data from a survey of 101 owner/managers. Product quality is perceived to be of paramount importance but new firms may be less consistent than older small businesses. Owner/managers also perceive that a combination of priorities is necessary with technology adopted to improve the use of labor and materials. Labor emerged as the critical resource factor for executing competitive priorities. The findings have important implications for small business development and turnaround.
The Small Business Institute®
2007-05-21
info:eu-repo/semantics/article
info:eu-repo/semantics/publishedVersion
application/pdf
http://libjournals.mtsu.edu/index.php/jsbs/article/view/93
Journal of Small Business Strategy (archive only); Vol. 18 No. 2 (2007); 89-104
2380-1751
1081-8510
eng
http://libjournals.mtsu.edu/index.php/jsbs/article/view/93/78
Copyright (c) 2007 William W. Lawrence
oai:ojs.pkp.sfu.ca:article/94
2017-10-30T21:00:52Z
jsbs:Edi
Table of Contents
Editor, JSBS
The Small Business Institute®
2015-05-21
info:eu-repo/semantics/article
info:eu-repo/semantics/publishedVersion
application/pdf
http://libjournals.mtsu.edu/index.php/jsbs/article/view/94
Journal of Small Business Strategy (archive only); Vol. 18 No. 2 (2007)
2380-1751
1081-8510
eng
http://libjournals.mtsu.edu/index.php/jsbs/article/view/94/84
Copyright (c) 2015 JSBS Editor
oai:ojs.pkp.sfu.ca:article/95
2017-10-30T21:00:52Z
jsbs:ART
The Effects of the Small Business Founder's Need for Cognition on Early Stage Performance
Leaptrott, John
This study assesses the relationship between the need for cognition and early stage organizational performance for a sample of small business owners who started new childcare ventures. Their need for cognition was assessed as a predictor of performance that was measured by sales growth. The data supported a significant positive relationship between need for cognition and performance as predicted. This study suggests that the cognitive characteristics of small business owners can influence the performance of their businesses.
The Small Business Institute®
2007-05-21
info:eu-repo/semantics/article
info:eu-repo/semantics/publishedVersion
application/pdf
http://libjournals.mtsu.edu/index.php/jsbs/article/view/95
Journal of Small Business Strategy (archive only); Vol. 18 No. 2 (2007); 77-88
2380-1751
1081-8510
eng
http://libjournals.mtsu.edu/index.php/jsbs/article/view/95/79
Copyright (c) 2007 John Leaptrott
oai:ojs.pkp.sfu.ca:article/96
2017-10-30T21:00:52Z
jsbs:ART
The Hunt for the Heffalump Continues: Can Trait and Cognitive Characteristics Predict Entrepreneurial Orientation?
Cools, Eva
Broeck, Van den
In this paper, we aimed to get more insight into what typifies Flemish entrepreneurs. Therefore, we compared entrepreneurs with non-entrepreneurs for five characteristics (tolerance for ambiguity, self-efficacy, proactive personality, locus of control, need for achievement) and for cognitive styles. Additionally, we used these trait and cognitive characteristics to predict variances in entrepreneurial orientation (EO). We found that entrepreneurs (n = 177) score significantly higher on all traits than non-entrepreneurs (n = 60). For the cognitive styles (measured with the Cognitive Style Indicator), we found that non-entrepreneurs score higher on the knowing and planning style. No differences were found for the creating style. With regard to the link between the entrepreneur's profile and EO, we found a significant contribution of tolerance for ambiguity and proactive personality to EO.
The Small Business Institute®
2007-05-21
info:eu-repo/semantics/article
info:eu-repo/semantics/publishedVersion
application/pdf
http://libjournals.mtsu.edu/index.php/jsbs/article/view/96
Journal of Small Business Strategy (archive only); Vol. 18 No. 2 (2007); 23-42
2380-1751
1081-8510
eng
http://libjournals.mtsu.edu/index.php/jsbs/article/view/96/80
Copyright (c) 2007 Eva Cools, Van den Broeck
oai:ojs.pkp.sfu.ca:article/97
2017-10-30T21:00:52Z
jsbs:ART
The Influence of Pre-Venture Planning on New Venture Creation
Liao, Jianwen (Jon)
Gartner, William B.
We use a sample of nascent entrepreneurs from the Panel Study of Entrepreneurial Dynamics (PSED) to explore whether engaging in business planning and the degree of planning formalization, combined with other activities, was more likely to result in the creation of new businesses. A review of longitudinal studies of nascent entrepreneur planning behaviors is provided and hypotheses are suggested about the relationship of pre-venture planning and planning formalization to success when starting new ventures. Findings from our study suggest that nascent entrepreneurs who completed a business plan were six times more likely to start a business than individuals who did not complete a business plan. In addition, nascent entrepreneurs who contacted and participated in government-sponsored entrepreneurship programs were five times more likely to start a business than entrepreneurs who did not seekgovernment assistance.
The Small Business Institute®
2007-05-21
info:eu-repo/semantics/article
info:eu-repo/semantics/publishedVersion
application/pdf
http://libjournals.mtsu.edu/index.php/jsbs/article/view/97
Journal of Small Business Strategy (archive only); Vol. 18 No. 2 (2007); 1-22
2380-1751
1081-8510
eng
http://libjournals.mtsu.edu/index.php/jsbs/article/view/97/81
Copyright (c) 2007 Jianwen (Jon) Liao, William B. Gartner
oai:ojs.pkp.sfu.ca:article/98
2017-10-30T21:01:04Z
jsbs:ART
Employee Retention in Growth-Oriented Entrepreneurial Firms: An Exploratory Study
Kemelgor, Bruce H.
Meek, William R.
This study uses a sample of 47 high-growth small firms to examine the understudied topic of employee retention. We found that firms reporting very low annual voluntary turnover (0-2%) rates engaged in creating a positive work environment, provided employees more freedom and flexibility, offered ample employee involvement and opportunities for growth; were clear about the processes associated with compensation and benefits, and frequently communicated with and provided assistance to their employees. Firms reporting turnover higher than 10% for the past year described their retention practices in much diminished frequency and richness along these same dimensions. Given that these firms were all part of a pool of 77 high growth small companies (over $1 million annual revenue, less than 12 years old and compound annual growth greater than 15%), retention of intellectual capital would be a prime issue. Industry differences among the companies are explored and theoretical and practical implications are discussed.
The Small Business Institute®
2008-01-21
info:eu-repo/semantics/article
info:eu-repo/semantics/publishedVersion
application/pdf
http://libjournals.mtsu.edu/index.php/jsbs/article/view/98
Journal of Small Business Strategy (archive only); Vol. 19 No. 1 (2008); 55-68
2380-1751
1081-8510
eng
http://libjournals.mtsu.edu/index.php/jsbs/article/view/98/88
Copyright (c) 2008 Bruce H. Kemelgor, William R. Meek
oai:ojs.pkp.sfu.ca:article/99
2017-10-30T21:01:04Z
jsbs:ART
Environmental Turbulence and Scanning Behavior: The Moderating Effects of Organizational Maturity
Liao, Jianwen
Welsch, Harold
Stoica, Michael
This paper examines the relationship between environmental turbulence and information scanning behavior in a sample of 242 small and medium-sized enterprises (SMEs), and the moderating effects of organizational age. Our results suggest that SME decision makers utilize a selective, cognitive simplification process in their information search activities. Scanning behavior of SMEs is highly differentiated and very selective in the face of turbulent task environments. In general, our sampled SMEs seem to be more attuned to technological and competitive turbulence. Additionally, young and mature SMEs also exhibit different scanning behaviors. While young SMEs prefer a search mode of proactive continuous internal gathering, mature SMEs opt for a mode of reactive internal and external information gathering. Implications of this study are discussed.
The Small Business Institute®
2008-01-21
info:eu-repo/semantics/article
info:eu-repo/semantics/publishedVersion
application/pdf
http://libjournals.mtsu.edu/index.php/jsbs/article/view/99
Journal of Small Business Strategy (archive only); Vol. 19 No. 1 (2008); 17-34
2380-1751
1081-8510
eng
http://libjournals.mtsu.edu/index.php/jsbs/article/view/99/89
Copyright (c) 2008 Jianwen Liao, Harold Welsch, Michael Stoica
oai:ojs.pkp.sfu.ca:article/100
2017-10-30T21:01:04Z
jsbs:ART
How Small Nations Fare in the Global War on Talent: The Case of Denmark
Tung, Rosalie L.
Worm, Verner
Peterson, Susan Aagaard
In light of the looming shortage of skilled professionals, companies are increasingly eager to recruit highly educated and competent employees, regardless of country of origin and nationality, in order to remain globally competitive. This paper seeks to shed light on how nations compete for the same talent pool by presenting the findings of two related studies on whether (a) Chinese students who are studying in Denmark choose to return to work in China; and (b) Danish students in Denmark are willing to work for Chinese companies in Denmark and/or China. Despite its population of 1.3 billion, China has a critical shortage of managerial talent. The vast majority of Chinese students in Denmark do not plan to remain in Denmark upon completion of their education, while many Danish students are receptive to working for Chinese companies, albeit more so in Denmark than in China. The findings of this study have implications on the plight of smaller nations, such as Denmark, in attracting and retaining human talent. These findings also have implications for small-sized companies in their competition with large firms for human talent.
The Small Business Institute®
2008-01-21
info:eu-repo/semantics/article
info:eu-repo/semantics/publishedVersion
application/pdf
http://libjournals.mtsu.edu/index.php/jsbs/article/view/100
Journal of Small Business Strategy (archive only); Vol. 19 No. 1 (2008); 1-16
2380-1751
1081-8510
eng
http://libjournals.mtsu.edu/index.php/jsbs/article/view/100/90
Copyright (c) 2008 Rosalie L. Tung, Verner Worm, Susan Aagaard Peterson
oai:ojs.pkp.sfu.ca:article/101
2017-10-30T21:01:04Z
jsbs:ART
Re-Examining Firm Size and Exporting: An Empirical Analysis of South Carolina Firms
Poff, J. Kent
Heriot, Kirk C.
Campbell, Noel D.
Mittlelstaedt, Harben, and Ward (2003) and Wolff and Pett (2000) offer contradictory evidence on the impact of firm size (by employment) and the propensity to export. Using a data set very similar to that of Mittelstaedt et al., we re-examine the issue. Although we find that firm size has a significant impact on export propensity, we fail to find a threshold at twenty employees, as Mittelsteadt, et al., did. Our findings are more supportive of Wolff and Pett, who argue very small firms are capable of exporting. This paper concludes by considering the implications for researchers and policymakers.
The Small Business Institute®
2008-01-21
info:eu-repo/semantics/article
info:eu-repo/semantics/publishedVersion
application/pdf
http://libjournals.mtsu.edu/index.php/jsbs/article/view/101
Journal of Small Business Strategy (archive only); Vol. 19 No. 1 (2008); 81-94
2380-1751
1081-8510
eng
http://libjournals.mtsu.edu/index.php/jsbs/article/view/101/91
Copyright (c) 2008 J. Kent Poff, Kirk C. Heriot, Noel D. Campbell
oai:ojs.pkp.sfu.ca:article/102
2017-10-30T21:01:04Z
jsbs:ART
Small Business E-Commerce Adoption througha Qualitative Lens: Theory and Observations
Offstein, Evan H.
Childers, Jr., J. Stephen
Using approaches consistent with the qualitative research tradition, the authors attempt to understand the motivation behind small business adoption and exploitation of e-commerce. A theoretically grounded model of e-commerce deployment by small businesses owners is presented, which can best be explained by two theoretical lines: an economic evolutionary perspective and a sociological institutional perspective. Further, our findings suggest a tie between owner characteristics, dispositions, traits, and the level of e-commerce integration achieved. We contend that understanding the drivers of e-commerce adoption, policy makers and other help agencies can tailor programs to assist firms with integrating and exploiting e-commerce in a cost effective manner.
The Small Business Institute®
2008-01-21
info:eu-repo/semantics/article
info:eu-repo/semantics/publishedVersion
application/pdf
http://libjournals.mtsu.edu/index.php/jsbs/article/view/102
Journal of Small Business Strategy (archive only); Vol. 19 No. 1 (2008); 35-54
2380-1751
1081-8510
eng
http://libjournals.mtsu.edu/index.php/jsbs/article/view/102/92
oai:ojs.pkp.sfu.ca:article/103
2017-10-30T21:01:04Z
jsbs:ART
Strategic Entrepreneurship: Imitation Versus Substitution
Droege, Scott B.
Dong, Lily C.
While entrepreneurship is linked with innovation, entrepreneurial firms often imitate competitors rather than offering new substitute products or services. This research examines the conditions under which entrepreneurs utilize an imitation versus a substitution strategy by integrating entrepreneurial orientation with resource-based view of the firm in considering entrepreneurs' resource accumulation decisions. We apply this integration to the managerial decision of whether to imitate competitors or create substitute products or services.
The Small Business Institute®
2008-01-21
info:eu-repo/semantics/article
info:eu-repo/semantics/publishedVersion
application/pdf
http://libjournals.mtsu.edu/index.php/jsbs/article/view/103
Journal of Small Business Strategy (archive only); Vol. 19 No. 1 (2008); 69-80
2380-1751
1081-8510
eng
http://libjournals.mtsu.edu/index.php/jsbs/article/view/103/93
Copyright (c) 2008 Scott B. Droege, Lily C. Dong
oai:ojs.pkp.sfu.ca:article/104
2017-10-30T21:01:16Z
jsbs:ART
Determinants of B2C EC Success on Market Performance of Different Sizes of Firms in Taiwan's E-Brokerage Sector
Ding, May-Ching
Wu, Kuang-Wen
Liu, Sheng-Wen
Guided by a financial model, this study is the first to integrate Miles and Snow's (1978) strategic typology as an external industry effect and the resource-based view of the firm as an internal effect to explain market performance of different firm sizes in business-to-consumer e-commerce firms. Factors such as strategy types, CEO commitment to e-commerce, Web site design, and IT system integration capabilities were empirically investigated. Findings showed that prospector strategy utilized by large e-brokers significantly outperformed analyzer, defender, and reactor strategies in online market share. Top managers of small-to-medium enterprises (SMEs) should choose defender or analyzer strategies to gain market performance. Large firms indeed outperformed SMEs in online market share. In addition, large firm's CEO commitment to e-commerce, Web site design and IT system integration capabilities and Web age were explanatory factors for online market share but had no effect on both market performances for SMEs. Managerial implications and future study are recommended.
The Small Business Institute®
2008-05-21
info:eu-repo/semantics/article
info:eu-repo/semantics/publishedVersion
application/pdf
http://libjournals.mtsu.edu/index.php/jsbs/article/view/104
Journal of Small Business Strategy (archive only); Vol. 19 No. 2 (2008); 17-36
2380-1751
1081-8510
eng
http://libjournals.mtsu.edu/index.php/jsbs/article/view/104/94
Copyright (c) 2008 May-Ching Ding, Kuang-Wen Wu, Sheng-Wen Liu
oai:ojs.pkp.sfu.ca:article/105
2017-10-30T21:01:16Z
jsbs:ART
Does Expertise Matter in an Ever-Changing and Uncertain Environment? A Study of the Entrepreneurial Process of Serial and Novice Entrepreneurs
D'Souza, Rodney
Kemelgor, Bruce
Aldrich, H. (1999). Organizations Evolving. Thousand Oaks, Sage Publications, London.Abelson, R.P. & Black, J.B. (1986). Introduction. In: J.A. Galambos, R.P. Abelson, and J.B. Black (Eds.), Knowledge Structures. Hillsdale, NJ: Lawrence Erlbaum Associates.Baron, R. (1998). Cognitive mechanisms in entrepreneurship: Why and when entrepreneurs think differently from other people. Journal of Business Venturing, 13 (4): 275-294.Baron, R. & Henry, R.A. (2006). Why do some entrepreneurs achieve extraordinary success? Insights from cognitive science research on exceptional performance. Paper presented at the Babson Research Conference, Bloomington, IN.Baron, R.A. & Markman, G.D. (2003). Beyond social capital: The role of entrepreneurs' social competence in their financial success. Journal of Business Venturing, 18, 41-60.Bhide, A. (1999). The Origin and Evolution of New Businesses. Oxford: Oxford University Press.Birley, S. (1985). The role of networks in the entrepreneurial process. Journal of Business Venturing, 1, 107-117Borgatta, E.F. & Bohrnstedt, G.W. (1980). Level of measurement: once over again. Sociological Methods and Research, 9(2), 147-160.Burt, R.S. (1992). Structural Holes: The Social Structure of Competition. Cambridge, MA: Harvard University Press.Chandler, G. (1996). Business similarity as a moderator of the relationship between pre-ownership experience and venture performance. Entrepreneurship Theory and Practice, 20(1), 51-65.Chase, W.G., & Ericsson, K.A. (1982). Skill and working memory. In: Bower, G.H. (Ed.). The Psychology of Learning and Motivation, Vol. 16. Academic Press, New York.Chen, C., Greene, P., & Crick, A. (1998). Does entrepreneurial self-efficacy distinguish entrepreneurs from managers? Journal of Business Venturing, 13, 295-316.Chase, W. G., & Simon, H. A.(1973). The mind's eye in chess. In: Chase W.G. (Ed.). Visual Information Processing. Academic Press, New York.Cooper, A. (1993). Challenges in predicting new firm performance. Journal of Business Venturing, 8(3), 241-253.Craik, F.I. & Lockhart, R.S. (1972). Levels of processing: A framework for memory research. Journal of Verbal Learning and Verbal Behavior, 11, 671-681.Davidsson, P. (2004). Researching Entrepreneurship. New York: Springer.Davis, M. S. (1971). That's Interesting! Philosophy of Social Science, 1, 309- 344.De Carolis, D. & Saparito, P. (2006). Social capital, cognition and entrepreneurial opportunities: A theoretical framework. Entrepreneurship Theory and Practice, 41-56.Dillman, D. A. (2000). Mail and Internet Surveys: The Tailored Design Methods. Second edition. New York: Wiley.Dixit, A. K. & Pindyck, R. S. (1994). Investment under uncertainty. Princeton UP, Princeton.Dyer Jr., W.G. (1994). Toward a theory of entrepreneurial careers. Entrepreneurship Theory & Practice, 19(2), 7-22.Ericsson, K.A. & Staszewski, J.J. (1989). Skilled memory and expertise: mechanisms of exceptional performance. In: Klahr, D., Kotovsky, K. (Eds.). Complex Information Processing: The Impact of Herbert A. Simon. Erlbaum, Hillsdale, NJ.Erikson, T. (2002). Entrepreneurial capital: The emerging organization's most important asset. Journal of Business Venturing, 17(3), 275-290.Fiet, J. (1996). The informational basis of entrepreneurial discovery. Small Business Economics, 8, 419-430.Fiet, J. (2000). Entrepreneurial competence as knowledge. Presented at the annual meeting of the Academy of Management, Toronto, Canada.Fiet, J. (2002). The Systematic Search for Entrepreneurial Discoveries. Quorum Books, Westport CT.Fisk, S.T. & Taylor, S.E. (1984). Social Cognition, MA: Addison-Wesley.Gartner, W. (1985). A conceptual framework for describing the phenomenon of new venture creation. Academy of Management Review, 10(4), 696-706.Gartner, W. B. (1988). Who is an entrepreneur? is the wrong question. American Journal of Small Business, 12, 11-32.Gartner, W., & Brush, C.B. (1999). Entrepreneurship as organizing: Emergence, newness and transformation. Presented at the Academy of Management Entrepreneurship Division Doctoral Consortium, Chicago.Gobet, F. & Simon, H.A. (1996). Templates in chess memory: A mechanism for recalling several boards. Cognitive Psychology, 31, 1- 40.Greve, A. & Salaff, J. (2003). Social networks and entrepreneurship. Entrepreneurship Theory & Practice, 28(1): 1-22.Gustavsson, V. (2004). Entrepreneurial Decision-Making. Doctoral dissertation, Jönköping International Business School, Jönköping.Hair, J., Anderson, R., Tatham R., & Black, W. (2005). Multivariate Data Analysis (5th ed.). Singapore: Pearson Education.Hansen, E.L. (1995). Entrepreneurial networks and new organizational growth. Entrepreneurship Theory and Practice, 19(4), 7-19.Helfat, C.E., (2000). Guest editor's introduction to the special issue: The evolution of firm capabilities. Strategic Management Journal, 21(10/11), 955.Herron, L. & Sapienza, H.J (1992). The entrepreneur and the initiation of new venture launch activities. Entrepreneurship: Theory & Practice, 17(1), 49-55.Hills, G., Lumpkin, G.T., & Singh, R.P. (1997). Opportunity recognition: Perceptions and behaviors of entrepreneurs. Frontiers of Entrepreneurship Research. Wellesley, MA: Babson College, 203-218.Hinsley, D.A., Hayes, J.R., & Simon, H.A. (1977). From words to equations: meaning and representation in algebra word problems. In: Just, M.A., Carpenter, P.A. (Eds.). Cognitive Processes in Comprehension, Hillsdale, NJ: Erlbaum.Hite, J., & Hesterly, W.S. (2001). The evolution of firm networks: From emergence to early growth of the firm. Strategic Management Journal, 22, 275-286.Holbrook, D., Cohen, W.M., Hounshell, D.A., & Klepper, S. (2000). The nature, sources, and consequences of firm differences in the early history of the semiconductor industry. Strategic Management Journal, 21(10/11), 1017.Jones, T. M. (1995). Instrumental stakeholder theory: A synthesis of ethics and economics. Academy of Management Review, 20(2), 404- 437.Kahneman, D. & Lovallo, D. (1993). Timid choices and bold forecasts. A cognitive perspective on risk taking. Management Science, 39, 17-31.Kemelgor, B., Henley, G., & D'Souza R. (2005). The dynamics of entrepreneurial entry and firm performance of first career and second career entrepreneurs as mediated by prior knowledge. Presented at BABSON Entrepreneurship Research Conference Boston MA.Korunka, C., Frank, H., Lueger, M., & Mugler, J. (2003). The entrepreneurial personality in the context of resources, environment, and the startup process: A configurational approach. Entrepreneurship Theory and Practice, 28(1), 23-42.Larkin, J.H., Mc Dermott, J., Simon, D.P. & Simon, H.A. (1980). Expert and novice performance in solving physics problems. Science, 208, 1335-1342.Larson, A.L. & Starr, J.A. (1993). A network model of organizational formation. Entrepreneurship Theory and Practice, 17(2): 5-15.MacMillan, I.L., Siegel, R., & Narasimha, P.N. (1985). Criteria used by venture capitalists to evaluate new venture proposals. Journal of Business Venturing, 1(2), 119- 128.MacMillan, I.L., Zemann, L., & Narasimha, P.N. (1987). Criteria distinguishing successful from unsuccessful ventures in the venture screening process, Journal of Business Venturing, 2(2): 123-137.March, J. (1991). Exploration and exploitation in organizational learning. Organization Science, 2, 71-87.Michell, J. (1986). Measurement scales and statistics: A clash of paradigms. Psychological Bulletin, 100(3), 398- 407.Miller, D. (1993). The architecture of simplicity. Academy of Management Review, 18, 116-138.Mitchell, R. & Chesteen, S. (1995). Enhancing entrepreneurial expertise: Experiential pedagogy and the new venture expert script. Simulation & Gaming, 26(3): 288- 306.Mitchell, R.K., Smith, B., Seawright, K.W., & Morse, E.A. (2000). Crosscultural cognitions and the venture creation decision. Academy of Management Journal, 43(5): 974- 993.Mitchell, R.K. (2005). Tuning up the value creation engine: On the road to excellence in International Entrepreneurship Education. In: J.A. Katz & D.A. Shepherd (Eds.), Advances in entrepreneurship, firm emergence and growth: Vol. 8. Cognitive approaches to entrepreneurship research (pp. 185- 248). Greenwich, CT: JAI Press.Mitchell, R. K., Busenitz, L. W., Bird, B., Gaglio, C. M., McMullen, J. S., Morse, E. A., & Smith, J. B. (2007). The Central Question in Entrepreneurial Cognition Research 2007. Entrepreneurship Theory and Practice, 31(1), 1-27Nebus, J. (2006). Building Collegial Information Networks: A Theory of Advice Network Generation. Academy of Management Review, 31(3), 615-637.Neisser, U. (1976). Cognitive Psychology. New York: Appleton-Century- Croft.Nisbett, R., & Ross, L. (1980). Human Inference, Strategies and Shortcomings of Social Judgment. Englewood Cliffs, NJ: Prentice-Hall.Ronstadt, R. (1988). The corridor principle. Journal of Business Venturing, 3(1), 31-40.Rosenthal, R., & Rosnow, R.L. (1991). Essentials of Behavioral Research: Methods and Data Analysis (2nd ed.). Boston, MA: McGraw-Hill.Rowley, T.J. (1997). Moving beyond dyadic ties: A network theory of stakeholder influence, Academy of Management Review, 22(4): 887- 910.Shane, S. (2000). Prior Knowledge and the Discovery of Entrepreneurial Opportunities. Organization Science, 11(4), 448-470.Shepherd, D.A. (1999). Venture capitalists' assessment of new venture survival. Management Science, 45(5), 621- 632.Simon, H.A. (1989). Models of Thought. New Haven, CT: Yale University Press.Simon, M. & Houghton, S. (2000). Cognitive biases, risk perception, and venture formation: How individuals decide to start companies. Journal of Business Venturing, 15 (2), 113-135.Singh, G. & DeNoble, A. (2003). Early retirees as the next generation of entrepreneurs. Entrepreneurship Theory and Practice, 27(3), 207-226.Ucbasaran, D., Westhead, P., & Wright, M. (2001). The focus of entrepreneurship research: Contextual and process issues. Entrepreneurship Theory & Practice, 25(4), 57-80.Uzzi, B. (1996). The sources and consequences of embeddedness for the economic performance of organizations: The network effect. American Sociological Review, 61: 674-698.Vandekerchhove, W. & Dentchev, N.A. (2005). A network perspective on stakeholder management: Facilitating entrepreneurs in the discovery of opportunities. Journal of Business Ethics, 60, 221-232.Venkataraman, S. (1997). The distinctive domain of entrepreneurship research: an editor's perspective. In: Advances in Entrepreneurship, Firm Emergence, and Growth. J. Katz, R. Brockhaus (Eds.). Greenwich, CT: JAI Press.Walsh J., P. & Charalambides, L., C. (1990). Individual and social origins of belief structure change. Journal of Social Psychology, 130, 517-532.Walsh, J.P. (1995). Managerial and organizational cognition: Notes from a trip down memory lane. Organizational Science, 6(3), 280- 321.Westhead, P. & Birley, S. (1993). A comparison of new business established by 'novice' and 'habitual' founders in Great Britain. International Small Business Journal, 12(1):38.Westhead, P. & Wright M. (1998). Novice, portfolio, and serial founders: Are they different? Journal of Business Venturing, 13, 173-204.Westhead, P., Ucbasaran, D., & Wright, M. (2005). Decisions, actions, and performance: Do novice, serial, and portfolio entrepreneurs differ? Journal of Small Business Management, 43(4), 393-417.
The Small Business Institute®
2008-05-21
info:eu-repo/semantics/article
info:eu-repo/semantics/publishedVersion
application/pdf
http://libjournals.mtsu.edu/index.php/jsbs/article/view/105
Journal of Small Business Strategy (archive only); Vol. 19 No. 2 (2008); 51-68
2380-1751
1081-8510
eng
http://libjournals.mtsu.edu/index.php/jsbs/article/view/105/95
Copyright (c) 2008 Rodney D'Souza, Bruce Kemelgor
oai:ojs.pkp.sfu.ca:article/106
2017-10-30T21:01:16Z
jsbs:ART
Entrepreneurship Journal Rankings Across the Discipline
Carraher, Shawn M.
Paridon, Terrence J.
In this paper we report on the results of a survey of 230 members of the Small Business Institute® and the U.S. Association for Small Business and Entrepreneurship on journal rankings. The top four entrepreneurship journals were Entrepreneurship: Theory & Practice, the Journal of Business Venturing, the Journal of Small Business Strategy, and the Journal of Small Business Management. Suggestions for improving the status of specialized entrepreneurship journals are provided.
The Small Business Institute®
2008-05-21
info:eu-repo/semantics/article
info:eu-repo/semantics/publishedVersion
application/pdf
http://libjournals.mtsu.edu/index.php/jsbs/article/view/106
Journal of Small Business Strategy (archive only); Vol. 19 No. 2 (2008); 89-98
2380-1751
1081-8510
eng
http://libjournals.mtsu.edu/index.php/jsbs/article/view/106/96
Copyright (c) 2008 Shawn M. Carraher, Terrence J. Paridon
oai:ojs.pkp.sfu.ca:article/108
2017-10-30T21:01:16Z
jsbs:ART
Organizational Life Cycle and Innovation Among Entrepreneurial Enterprises
Lester, Donald L.
Parnell, John A.
Menefee, Michael L.
Organizational life cycle has been studied for several decades by management researchers. Most efforts, however, have focused on relationships between a specific life cycle stage and another construct, such as organizational effectiveness, management priorities, organizational behavior, or competitive strategy. This study categorizes 107 organizations located in six contiguous counties in the southeastern United States into life cycle stages. Respondents were also asked to identify the importance of innovation and change in their industries, their perceived satisfaction with performance, and their perceived level of threats from the environment. Support was found for four of the five proposed life cycle stages, with none of the respondents indicating that their organizations were in the decline stage. Firms in Stage 1 (existence) and Stage 4 (renewal) reported high scores for innovation and change in their industries and a high level of satisfaction with performance. Stage 1 firms also reported the highest amount of perceived threat from the environment, in contrast to firms in Stage 3 (success) who reported the lowest.
The Small Business Institute®
2008-05-21
info:eu-repo/semantics/article
info:eu-repo/semantics/publishedVersion
application/pdf
http://libjournals.mtsu.edu/index.php/jsbs/article/view/108
Journal of Small Business Strategy (archive only); Vol. 19 No. 2 (2008); 37-50
2380-1751
1081-8510
eng
http://libjournals.mtsu.edu/index.php/jsbs/article/view/108/97
Copyright (c) 2008 Donald L. Lester, John A. Parnell, Michael L. Menefee
oai:ojs.pkp.sfu.ca:article/111
2017-10-30T21:01:16Z
jsbs:ART
Measuring Wealth Generation in Early-Stage Entrepreneurial Organizations: An Alternative to the Capital Asset Pricing Model
Fiore, Robert A.
Lussier, Robert N.
There is no generally accepted measure of wealth created by new ventures, as most early-stage firms do not have positive cash flows, and early-stage discount rates cannot be estimated with sufficient accuracy as required by the Capital Asset Pricing Model (CAPM). Through regression analysis of organizational economic value, as assessed by a sample of 145 CPAs, this research supports using a new economic evaluation methodology involving the use of early-stage organizational structure itself as a construct and predictor of economic value. The current research employs a Validated Nascent Organizational Structure Sequence (VNOSS) model as an alternative to CAP-M in establishing the perceived economic value of early-stage entrepreneurial firms. The small business owner that utilizes the strategy of taking the firm through the VNOSS stages will create greater economic wealth. There is a substantial discussion of the implications of the applied research results.
The Small Business Institute®
2008-05-21
info:eu-repo/semantics/article
info:eu-repo/semantics/publishedVersion
application/pdf
http://libjournals.mtsu.edu/index.php/jsbs/article/view/111
Journal of Small Business Strategy (archive only); Vol. 19 No. 2 (2008); 69-88
2380-1751
1081-8510
eng
http://libjournals.mtsu.edu/index.php/jsbs/article/view/111/98
Copyright (c) 2008 Robert A. Fiore, Robert N. Lussier
oai:ojs.pkp.sfu.ca:article/112
2017-10-30T21:01:16Z
jsbs:ART
Start-Up REsources and Entrepreneurial Discontinuance: The Case of Nascent Entrepreneurs
Liao, Jianwen (Jon)
Welsch, Harold
Moutray, Chad
Built on the resource-based view of the firm, this study addresses two major research questions: (1) what resources are salient in entrepreneurial discontinuance; (2) To what extent, does the impact of resources on the odds of discontinuance vary across the nature of startup between high technology and non-technology? These questions are examined using 830 nascent entrepreneurs from the Panel Study of Entrepreneurial Dynamics (PSED). Overall, we find that not all resources are equally salient, especially when comparing technology-based and non-technology-based nascent entrepreneurs. With the exception of education and managerial experience, human capital has limited influence on discontinuance. Our results lend no support for our social capital hypothesis. Financial capital significantly decreases the odds of discontinuance. Additionally, the odds of discontinuance of technology-based and non-technology-based nascent entrepreneurs are affected by a different set of resources. Implications and future research directions are proposed.
The Small Business Institute®
2008-05-21
info:eu-repo/semantics/article
info:eu-repo/semantics/publishedVersion
application/pdf
http://libjournals.mtsu.edu/index.php/jsbs/article/view/112
Journal of Small Business Strategy (archive only); Vol. 19 No. 2 (2008); 1-16
2380-1751
1081-8510
eng
http://libjournals.mtsu.edu/index.php/jsbs/article/view/112/100
oai:ojs.pkp.sfu.ca:article/113
2017-10-30T21:01:33Z
jsbs:ART
A Revised Conceptual Model of the Firm-Level Entrepreneurial Process
Kreiser, Patrick M.
Davis, Justin
Research suggests that existing conceptualizations of firm-level entrepreneurship may not be sufficient in fully explaining the construct (Brown, Davidsson, & Wiklund, 2001; Brush, Manolova, & Edelman, 2008). In particular, there is little consensus regarding the organizational attributes that underlie the entrepreneurial act. This study integrates and extends existing conceptualizations to form a new theoretical framework for studying the firm-level entrepreneurial process. It is argued that three attributes: innovativeness, proactiveness, and strategic renewal, are necessary preconditions for firms to be considered truly "entrepreneurial." The role that these three firm-level attributes play in generating important entrepreneurial outcomes is also considered.
The Small Business Institute®
2009-01-21
info:eu-repo/semantics/article
info:eu-repo/semantics/publishedVersion
application/pdf
http://libjournals.mtsu.edu/index.php/jsbs/article/view/113
Journal of Small Business Strategy (archive only); Vol. 20 No. 1 (2009); 1-18
2380-1751
1081-8510
eng
http://libjournals.mtsu.edu/index.php/jsbs/article/view/113/101
Copyright (c) 2009 Patrick M. Kreiser, Justin Davis
oai:ojs.pkp.sfu.ca:article/114
2017-10-30T21:01:33Z
jsbs:ART
Business Incubators: Leveraging Skill Utilization through Social Capital
Ascigil, Semra F.
Magner, Nace R.
This study examines the role that social capital among tenant companies of a business incubator plays in the acquisition and utilization of business skills by those companies. Social capital is a resource derived from the structure and content of social relations among individuals or groups. Questionnaire data were gathered from 53 managers (primarily owners) of tenant companies in five incubators established by the State Privatization Office of the Turkish Republic. As hypothesized, relational social capital and cognitive social capital each had a significant unique and positive relationship with skill utilization. Contrary to a hypothesis, structural social capital did not have a significant unique relationship with skill utilization. These results indicate that incubator tenant companies' skill utilization is enhanced by social capital generated from the content of relations between the companies such as whether they trust and identify with each other and whether they share a common language and perspective.
The Small Business Institute®
2009-01-21
info:eu-repo/semantics/article
info:eu-repo/semantics/publishedVersion
application/pdf
http://libjournals.mtsu.edu/index.php/jsbs/article/view/114
Journal of Small Business Strategy (archive only); Vol. 20 No. 1 (2009); 19-34
2380-1751
1081-8510
eng
http://libjournals.mtsu.edu/index.php/jsbs/article/view/114/102
Copyright (c) 2009 Semra F. Ascigil, Nace R. Magner
oai:ojs.pkp.sfu.ca:article/115
2017-10-30T21:01:33Z
jsbs:ART
Comparing Nascent Entrepreneurs and Intrapreneurs and Expectations of Firm Growth
Matthews, Charles H.
Schenkel, Mark T.
Ford, Matthew W.
Human, Sherrie E.
While both entrepreneurial and intrapreneurial processes yield new ventures, similarities and differences between these two initiation processes and their impact on subsequent venture performance may be substantial. Operating factors that are typically influenced by the founder, such as expectations for growth, activity such as formal business planning, perceptions of environmental uncertainty, and risk preference within the context of new venture initiation processes are explored in this study. We find that nascent entrepreneurs and intrapreneurs are largely similar in terms of their risk tolerance and perceptions of environmental uncertainty. Nascent intrapreneurs, by contrast, appear to be more sophisticated planners than their counterparts and perhaps more aggressive in their expectations for financial growth. These findings enter significantly into a path model of nascent founder growth expectations that should provide a useful foundation in future investigations.
The Small Business Institute®
2009-01-21
info:eu-repo/semantics/article
info:eu-repo/semantics/publishedVersion
application/pdf
http://libjournals.mtsu.edu/index.php/jsbs/article/view/115
Journal of Small Business Strategy (archive only); Vol. 20 No. 1 (2009); 53-80
2380-1751
1081-8510
eng
http://libjournals.mtsu.edu/index.php/jsbs/article/view/115/104
Copyright (c) 2009 Charles H. Matthews, Mark T. Schenkel, Matthew W. Ford, Sherrie E. Human
oai:ojs.pkp.sfu.ca:article/116
2017-10-30T21:01:33Z
jsbs:Edi
Credits
Editor, JSBS
The Small Business Institute®
2015-05-21
info:eu-repo/semantics/article
info:eu-repo/semantics/publishedVersion
application/pdf
http://libjournals.mtsu.edu/index.php/jsbs/article/view/116
Journal of Small Business Strategy (archive only); Vol. 20 No. 1 (2009)
2380-1751
1081-8510
eng
http://libjournals.mtsu.edu/index.php/jsbs/article/view/116/107
Copyright (c) 2015 JSBS Editor
oai:ojs.pkp.sfu.ca:article/117
2017-10-30T21:01:33Z
jsbs:ART
Founder Influence in Family Business: Analyzing Combined Data from Six Countries
Lussier, Robert N.
Sonfield, Matthew C.
This study analyzed a combined sample of 593 family businesses in the United States, Croatia, Egypt, France, India and Kuwait to determine how the influence of the founder(s) relates to certain important family business managerial characteristics. Statistical analyses indicated that founder influence has significant correlations with the percentage of non-family managers, the use of a "team-management" style of management, the formulation of specific succession plans, time spent in strategic management activities, consideration of going public, and the use of equity rather than debt financing. These findings provide partial support to the few earlier writings and studies involving founder influence in family firms. The implications of these findings for family business owner/managers and for consultants to family businesses are provided, and suggestions for future research are presented.
The Small Business Institute®
2009-01-21
info:eu-repo/semantics/article
info:eu-repo/semantics/publishedVersion
application/pdf
http://libjournals.mtsu.edu/index.php/jsbs/article/view/117
Journal of Small Business Strategy (archive only); Vol. 20 No. 1 (2009); 103-118
2380-1751
1081-8510
eng
http://libjournals.mtsu.edu/index.php/jsbs/article/view/117/105
Copyright (c) 2009 Robert N. Lussier, Matthew C. Sonfield
oai:ojs.pkp.sfu.ca:article/118
2017-10-30T21:01:33Z
jsbs:Edi
From the Editor
Editor, JSBS
The Small Business Institute®
2015-05-21
info:eu-repo/semantics/article
info:eu-repo/semantics/publishedVersion
application/pdf
http://libjournals.mtsu.edu/index.php/jsbs/article/view/118
Journal of Small Business Strategy (archive only); Vol. 20 No. 1 (2009)
2380-1751
1081-8510
eng
http://libjournals.mtsu.edu/index.php/jsbs/article/view/118/108
Copyright (c) 2015 JSBS Editor
b88a950f25e887ab8235b77c0f4ca4ca