Assessing managerial skills in SMEs for capacity building

Pansiri, Jaloni; Temtime, Zelealem T.

doi:10.1108/02621710810849362

Cited by 66 publications

(47 citation statements)

References 8 publications

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“…In terms of policy implications, our finding of a negative relationship between board size and the performance of both small and medium firms leads us to recommend that, given the limited resources of SMEs (Pansiri and Temtime, 2008), they need to focus their attention on reducing board size to an optimal level. A positive relationship between CEO age and the performance of medium firms suggests that such firms should encourage their CEOs to remain in post for a long time.…”

Section: Discussionmentioning

confidence: 99%

Corporate governance and performance of UK listed small and medium enterprises

Afrifa

Tauringana

2015

Corporate Governance

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This paper reports the results of an investigation into the effect of corporate governance factors on the performance of listed small and medium enterprises (SMEs), and examines whether this effect differs between the two sizes of business. The paper employs unbalanced panel data regression analysis on a sample of 234 SMEs listed on the Alternative Investment Market (AIM), for a ten-year period (2004)(2005)(2006)(2007)(2008)(2009)(2010)(2011)(2012)(2013). The panel data analysis results show that for all SMEs, corporate governance factors -board size, chief executive officer (CEO) age and tenure, and directors' remuneration -are significantly associated with performance of SMEs. The results also suggest that while board size is associated with the performance of both small and medium enterprises, CEO age is significant only for medium firms and directors' remuneration only for small ones, while CEO tenure and proportion of non-executive directors are not significant for either. Overall, the results imply that corporate governance factors affect the performance of listed SMEs. However, this effect differs significantly between small and medium enterprises. The findings have important implications for policy makers who prescribe corporate governance mechanisms for SMEs. The paper adds to existing literature on corporate governance of SMEs by establishing a relationship between firm performance and board size, CEO age, CEO tenure, directors' remuneration and proportion of non-executive directors.

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Section: Discussionmentioning

confidence: 99%

Corporate governance and performance of UK listed small and medium enterprises

Afrifa

Tauringana

2015

Corporate Governance

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“…Afraz et al (2014) also identified constraints and barriers to growth of small firms in Pakistan. Thus, there is a need for raising the awareness of Pakistani SMEs of the important role performance appraisal could play in improving the performance of SMEs (Ichniowski et al, 1997;Lange et al, 2000;Pansiri & Temtime, 2008) especially in view of the mentioned growth phase in which Pakistani SMEs find themselves. The adoption of formal practices such as a 360 degree appraisal method, management by ojectives, assessment centres, provision of training to managers who appraise performance, and provision of training to employees who recieve performance appraisal could enhance the performance profile of SMEs (Bartel, 2004).…”

Section: Journal Of Management Sciencesmentioning

confidence: 99%

High Performance Management Practices and Sustainability of SMEs. Evidence from Manufacturing and Services-based Industries in Pakistan

Raziq¹,

Wiesner²

2016

J.manag.sci.

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Prior research on high performance management practices (HPMP) has primarily examined the relationship between HPMP and firm performance in the context of large organisations. However, this study examines the relationship between HPMP and Sustainability outcomes (firm performance) in small and medium-size enterprises (SMEs) and also within a specific cultural background which is under researched. This research study is related to both theory and practice. The main relevance lies in analyzing the relationship between HPMP and sustainability outcomes in SMEs. This research study relates to theory by applying the resource-based view and configurational approaches used in this study. The study employed a quantitative methodology. Data were collected through a self-administered survey questionnaire. The questionnaire was adopted from a previous validated survey measuring HPMP in Australian SMEs. The target population consisted of SMEs operating in the city of Karachi, Pakistan. Stratified random sampling was applied to collect data from two stratums i.e. manufacturing and service-sector SMEs. A total of 703 firms were selected, contacted by phone, and invited to participate in this survey. Of these firms, 357 SMEs (50.78 percent response rate) accepted the invitation to fill out the survey questionnaire. Most of the respondents who agreed requested that the researcher to visit their organizations personally. The data were analyzed by using Structural Equation Modeling techniques including exploratory factor analysis. The findings indicate a positive significant relationship between HPMP and sustainability outcomes. The link between these HPMP and the sustainability of SMEs demonstrates the value and importance of HPMP in achieving sustainability.

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“…Previous research has found that management decision-making and organizational structure revolves around the preferences and interests of owner-managers who take all the major decisions and monitor all activities. (Pansiri et al, 2006;Hitt et al 1996). While such approaches and structures enable strong control over the firm, organizational success or failure in SMEs is seriously affected by the managerial competencies of the owner-managers.…”

Section: Business Skillsmentioning

confidence: 99%

Influence of Managerial Accounting Skills on SME’s on the Success and Growth of Small and Medium Enterprises in Kenya.

Mbogo

2011

Journal of Language, Technology &Amp; Entrepreneurship in Africa

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Several studies show that most small and medium businesses fail within their first three years. Although the role of factors such as access to funds and culture has been widely studied, the influence of owner/manager practices and capabilities have generally been ignored. To bridge this gap, this paper investigates the managerial business practices and capabilities used by SMEs such as strategic management, financial, marketing, human resource and ICT and their influence on decision making for enterprise success and growth.Data was collected from Kenya Industrial, Research and Development Institute (KIRDI) incubated SMEs in Nairobi. A census research design was used, with a self administered questionnaire given to all participants. The results show that owner/manager capabilities in financial, marketing, human resource and managerial accounting influence decision-making, and consequently SMEs success and development. The paper concludes that training level and managerial accounting capabilities of owner/manager have a strong, positive and significant influence on the decision making and consequently are critical for the success, growth and survival of SMEs.

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Assessing managerial skills in SMEs for capacity building

Cited by 66 publications

References 8 publications

Corporate governance and performance of UK listed small and medium enterprises

Corporate governance and performance of UK listed small and medium enterprises

High Performance Management Practices and Sustainability of SMEs. Evidence from Manufacturing and Services-based Industries in Pakistan

Influence of Managerial Accounting Skills on SME’s on the Success and Growth of Small and Medium Enterprises in Kenya.

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