Purpose -The purpose of this paper is to establish the role of micro-businesses in providing a sustainable business and community environment, and to share the perceptions of micro-business operators about the support they need to survive and be successful.Design/methodology/approach -An examination of literature regarding survival and available support for small businesses is followed by results from a New Zealand-based empirical study of micro-business operators.Findings -Micro-businesses are the dominant form of business organisation and have an important role in maintaining a stable and sustainable global environment. Although such businesses owners tend not to have a formal education in business or engage with external support agencies, they need support from community-based networks. These networks could reduce the sense of isolation, whilst at the same time providing an opportunity for sharing experiences, in particular about problems encountered.Research limitations/implications -Implications for other jurisdictions may be limited as micro-business operators in New Zealand are relatively highly educated and the sample numbers are small (19 in-depth interviews and 91 questionnaire respondents).Practical implications -There is a need for psychological support for micro-business operators. Actions taken to increase their probability of survival and success are likely to enhance their interest in other aspects of the environment.Originality/value -This paper helps to fill a gap in the small business literature on the behaviour and perceptions of micro-business operators. The paper presents original research on the psychological aspects that impinge on the business activities through surveys of micro-business operators.

This article reviews the literature and applies principal-to-principal (PP) conflict theory to small family based businesses. The lack of accurate measurement and communication of risk leading to issues with innovation, is the primary cause of PP agency costs. Careful analysis of the risk levels reflected in the cost of debt and opportunity cost of equity provides a theoretically robust and empirically estimable process for ascertaining the true PP agency cost. Awareness of the constraining governance structures and the suggested method, based on the cost of capital, to assess small business risk can assist SME owners and financiers to SMEs to promote business efficiency and innovation.

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Purpose: To ascertain small business (SB) managers' perspectives on their educational and support needs for their managerial tool box. Design/Methodology/Approach: Semi-structured face-to-face interviews were conducted in New Zealand, with 19 SB managers to ascertain their perspectives about business learning opportunities. Data analysis was conducted using thematic analysis. Findings: Four skills for small business learning were identified: basic (day-today management skills), coping (time management and priority setting skills), psychological (emotional/social skills) and networking skills. Value of the paper: A model with three phases and three parallel streams of learning was developed that has potential to enhance survival rates of SBs. Further, the psychological aspects of being a SB manager are highlighted. Research limitations/implications: Feelings and emotions may be more significant than capabilities. Practical implications: The pedagogic practices should be accepting, affirming and confirming, to provide social/emotional and psychological support to SB managers.