Considerable effort has been devoted to identifying the general characteristics of entrepreneur; however, much of this has been conducted from a trait–based rather than from a behavioral perspective. In this study of small firms in the United Kingdom, we explored the relationships among managerial behaviors (based upon a competence model), entrepreneurial style (based on Covin and Slevin's theory), and firm type (in terms of sales growth performance). Principal components analysis of a management competence inventory identified six broad categories of managerial behavior. Regressing a measure of entrepreneurial style on these six behaviors suggested that managing culture and managing vision are related to an entrepreneurial style, while managing performance is related to a nonentrepreneurial style. Entrepreneurial style—but not managerial behavior—was associated positively with the probability that a firm would be a high–growth type. The results are discussed from the perspective of a model of small firm management that posits separate entrepreneurial, nonentrepreneurial, and generic management behaviors derived from a global competence space.

Purpose -The purpose of the paper is to examine the performance of firms in Peru in relation to entrepreneurial orientation and involvement in open innovation. Design/methodology/approach -Data were acquired through a survey of middle and senior managers employed in Peruvian companies. Findings -Firms achieving higher sales growth did not exhibit more of an entrepreneurial orientation or utilize a double loop learning style. More entrepreneurial firms appear to have adopted a double loop learning approach to knowledge acquisition. Peruvian firms involved in open innovation reported higher sales growth and indicated greater reliance on the use of double loop learning. Practical implications -The practical implications of the study are that firms in emerging economies do not have to be reliant on entrepreneurial behaviour to sustain business growth.Nevertheless involvement in open innovation can be beneficial. Originality/value -The originality of this paper is that although the results are only for companies in Peru, the findings may suggest that firms operating in emerging economies need not necessarily rely on entrepreneurial behaviour to sustain business growth, although involvement in open innovation may enhance business performance.

Purpose -The purpose of the paper is to examine whether the standard support service intervention model of providing training programmes to stimulate business growth is an effective economic regeneration model in the case of small creative industry firms. Design/methodology/approach -A survey of small creative firms was implemented in the south west UK. The aim of the survey was to gain owner/manager views about participation in training. Findings -The results reveal the majority of firms are interested in a lifestyle based on fulfilling creative aspirations. Very few respondents exhibit any interest in participating in training schemes aimed at enhancing business performance.Research limitations/implications -The limitations of the research are that it only relates to creative industry firms and was restricted to a single geographic area and only generated data from micro-enterprises. The implications of these findings are discussed in relation to whether regional development agency policies in rural areas should primarily be directed towards supporting industry-led expansion of existing creative industry small firm clusters. Practical implications -The results provide useful guidance in relation to avoiding public sector expenditure on support schemes that are unlikely to stimulate significant economic growth in the small business sector. Additionally a more cost effective approach to stimulating growth in small creative firms outside of metro-city areas is presented Originality/value -Previous researchers have raised questions about the benefits of offering business training to small firms. This study provides additional knowledge in relation to this issue. More importantly, however, the study offers conclusions about the possible need for support agencies to radically revise their current strategies in relation to stimulating growth and new job creation in the creative industry sector.

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Organizational learning is increasingly being mentioned in the literature as a mechanism for assisting small firm survival. There exists, however, limited empirical evidence to validate the benefits claimed for the concept. A survey of small U.K. manufacturing firms was undertaken to ascertain whether entrepreneurial firms use higher-order (or double-loop) learning. Additional research aims included assessing whether organizational learning confers information management advantages and contributes to the upgrading of managerial competencies. The results suggest entrepreneurial firms do utilize higher-order learning and are able to manage information more effectively than non-entrepreneurial firms. Some evidence was found to support the view that higher-order learning influences certain managerial competencies. The implications of these findings are discussed and proposals presented on the needs for further research.