Business owners, employees, and firm performance

Maliranta, Mika; Nurmi, Satu

doi:10.1007/s11187-018-0029-1

Cited by 20 publications

(15 citation statements)

References 54 publications

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“…He identified four participative methods, which managers most likely apply. (Maliranta and Nurmi, 2019) i. Delegation: it means the transfer of authority from the superiors to the subordinates ii. Committee Action: Committees are a vital mean of continually gaining inputs from a large number of organizational members.…”

Section: Literature Reviewmentioning

confidence: 99%

Strategic leadership and sustainability performance of small and medium enterprises

Akpoviroro¹,

Amos²

2019

EMS

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The small-scale industry in Nigeria is considered to be an important element to the growth of the economy in contributing to the gross domestic products of the economy, and it has been of contention that strategic leadership has influenced and sustained the performance of small and medium enterprises. As such, the main objective of the study is to examine how the exercising of strategic leadership has influenced and sustained the performance of small and medium enterprises in Nigeria in terms of social impact. About 300 questionnaires were administered to small sized companies. The study found that there is a significant influence of strategic planning on sustaining small and medium enterprises profit performance and the results indicated that the managers that sustain profitability performance are those that are strategic in planning. The study discovers that the return on investment of small and medium enterprise depends on the appropriateness of its leadership practices. The study recommends that small-sized companies should be effective in their strategy implementation in order to achieve the corporate objectives of indigenous small and medium enterprises.

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Section: Literature Reviewmentioning

confidence: 99%

Strategic leadership and sustainability performance of small and medium enterprises

Akpoviroro¹,

Amos²

2019

EMS

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“…Changing the unit of analysis to ownership instead of company (see Fellman and Leino-Kaukiainen 2006) might yield interesting results. Although firm ownership data is becoming increasingly available (Maliranta and Nurmi 2018), data collection remains challenging and complex, as indicated in this study. The methodological challenge is also linked to the identification and definition of a family business and, in the case of this study, family business groups in particular.…”

Section: Discussionmentioning

confidence: 99%

The Contribution of Family Business Groups to the Local Innovation Environment

Konsti-Laakso

Heikkilä

Rautiainen

et al. 2018

The Family Business Group Phenomenon

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“…In contrast to Coad and Storey's (2021) arguments, many scholars maintain that new venture survival is not simply a matter of economic and/or financial reasons (De Cock et al., 2020; Gimmon & Levie, 2010; Kato & Honjo, 2015; Khelil, 2016; Maliranta & Nurmi, 2019; van Praag, 2003; Wennberg, 2009; Wilson et al., 2014), acknowledging the importance of psychological and subjective aspects that influence survival (De Cock et al., 2020; DeTienne et al., 2008; Gimeno et al., 1997; Lee & Lee, 2015; Stenholm & Renko, 2016). For example, the recent work by De Cock et al.…”

Section: Survival Beyond Economic Reasons: the Role Of Emotions And Cognition In New Ventures’ Survivalmentioning

confidence: 94%

The role of skill versus luck in new venture survival

Soto-Simeone

Sirén

Antretter

2021

Int J Management Reviews

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In our paper ‘New venture survival: A review and extension’ in the International Journal of Management Reviews, we synthesized more than five decades of entrepreneurship, management and sociology research on the reasons why some new ventures survive and others fail. Based on our review and analysis, we provided an up‐to‐date systematization of the literature and a framework that includes important extensions to Stinchcombe's seminal work. Coad and Storey criticized our framework for basing venture outcome on skill—something that can be influenced by entrepreneurs and other stakeholders. In this paper, we argue that: (i) the distinction between survival and performance matters when thinking about the antecedents of these constructs; (ii) gambling is an incompatible analogy for entrepreneurship; and (iii) psychological processes cannot be ignored when studying new ventures’ survival. We also correct some points made by Coad and Storey about our findings. We encourage future studies on new venture survival to be cautious of adopting a view of venturing as a ‘game of chance’—which is, in our perspective, a potentially discouraging view for people pursuing entrepreneurship.

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Business owners, employees, and firm performance

Cited by 20 publications

References 54 publications

Strategic leadership and sustainability performance of small and medium enterprises

Strategic leadership and sustainability performance of small and medium enterprises

The Contribution of Family Business Groups to the Local Innovation Environment

The role of skill versus luck in new venture survival

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