Evaluating the Impact of Different Training Methods on SME Business Performance

Jones, Paul; Beynon, Malcolm James; Pickernell, David; Packham, Gary

doi:10.1068/c12113b

Cited by 56 publications

(87 citation statements)

References 95 publications

(133 reference statements)

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“…Previous research using the FSB data includes Pickernell et al (2010) and Jones et al (2013). Individual SMEs were the unit of analysis, with owner-managers as the key respondents.…”

Section: Methodsmentioning

confidence: 99%

Determinants of SME Exporting

Pickernell¹,

Jones²,

Thompson³

et al. 2016

The International Journal of Entrepreneurship and Innovation

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This study offers insights into determinants of SME exporting according to the characteristics of exporting firms and their resources, thus contributing to a limited literature. The dataset comprised 4,838 respondents from a survey of the UK Federation of Small Businesses. The dependent variable used was two-category (‘do not export’ and ‘export’), allowing a binary logistic multiple regression approach to be used, with separate binomial (logit) regression equations generated for the complete sample and then for different firm age groupings, allowing relationships between exporting and each individual independent variable to be determined whilst holding all other independent variables in the equation constant. The results show that determinants of SME exporting include industry sector, age and the characteristics of the SME owner-manager, along with the firms' available resources, including the human capital of the owner-manager, use of technology and intellectual property. While an innovation focus was consistently found to be positively linked to exporting, a growth focus was not. These results inform both practice and policy, as the exporting activity of SMEs remains closely linked to economic development policy.

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“…Previous research using the FSB data includes Pickernell et al (2010) and Jones et al (2013). Individual SMEs were the unit of analysis, with owner-managers as the key respondents.…”

Section: Methodsmentioning

confidence: 99%

Determinants of SME Exporting

Pickernell¹,

Jones²,

Thompson³

et al. 2016

The International Journal of Entrepreneurship and Innovation

Self Cite

View full text Add to dashboard Cite

show abstract

“…In conducting studies on students' entrepreneurial motivation, researchers used and resulted different approaches including pull and push (De Silva, 2010), achievement (Gamage, Cameron, & Woods, 2003;Shane, Locke, & Collins, 2003;Ullah, 2011), employed and self-employed (Berthold & Neumann, 2008;Jones, Beynon, Pickernell, & Packham, 2013), and extrinsic and intrinsic (Kauanui, Ashley-Cotleur, & Solomon, 2003) motivations. Extrinsic motivations are inner motivations that are influenced by individuals whereas intrinsic motivations are motivations that are influenced by outer of those individuals (Kompf, 2012).…”

Section: Literature Reviewmentioning

confidence: 99%

Taking/receiving and giving (TRG): A comparison of two quantitative pilot studies on students’ entrepreneurial motivation in Indonesia

Suhud¹,

Purwana²,

Arafat³

2015

IJRSM

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The objective of this study is to understand university students' entrepreneurial motivation between two groups with different backgrounds. The authors examines whether taking/receiving and giving (TRG) motivation is applicable. A qualitative study was conducted to explore ideas relating entrepreneurial motivation and the results were adapted into quantitative indicators. To validate the quantitative instrument, the authors chose two different groups: the first group consists of students with entrepreneurial education and the second group consists of students without an entrepreneurial education. For the qualitative study, data were collected using projective technique and analyzed using content analysis. For the quantitative studies, data were collected through online surveys and analyzed using exploratory and confirmatory (structural equation model) analyses. As a result, TRG motivation works on samples with an entrepreneurial education whereas intrinsic and extrinsic motivation works for samples without an entrepreneurial education.

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“…This is an approach to which we are largely sympathetic in this paper. More recently, in their extensive review, Jones et al (2013) conclude that a body of literature now exists that broadly supports the argument that training positively influences business performance through enhanced productivity, quality, labour turnover, and financial results.…”

Section: Sme Support Policy Training and The Role Of Universitiesmentioning

confidence: 99%

“…Moreover, research suggests that SMES often do not fully appreciate the potential value that training can have in relation to business productivity and profitability (Aragon-Sanchez et al, 2003). Jones et al (2013) also conclude that training provided through government programmes is typically perceived by owner-managers as lacking in value towards increased business performance. Storey (2004) indicates that explanations for the low SME uptake of formal training provision fall into two categories.…”

Section: Sme Support Policy Training and The Role Of Universitiesmentioning

confidence: 99%

An appropriate tool for entrepreneurial learning in SMEs? The case of the 20Twenty Leadership Programme

et al. 2015

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The 20Twenty Leadership Programme was developed by Cardiff Metropolitan University as an executive education programme to be delivered within South Wales to small businesses. It is funded by the European Social Fund, administered by the Welsh European Funding Office and has the key aim of developing small and medium sized enterprises’ growth potential via a range of leadership and management skills, including a focus on ‘soft’ skills. The aim of this paper is to place the 20Twenty Leadership Programme within the wider context of entrepreneurship policy and small and medium sized enterprise training initiatives in particular, and then to examine the rationale and delivery methods of the Programme in relation to these. It also reflects on the Programme’s success (or otherwise) to date where possible. Finally, the paper seeks to suggest fruitful areas of further research both in terms of the 20Twenty Leadership Programme itself and also with regard to evaluation in relation to other parallel programmes and to small and medium sized enterprise training initiatives more generally.

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Evaluating the Impact of Different Training Methods on SME Business Performance

Cited by 56 publications

References 95 publications

Determinants of SME Exporting

Determinants of SME Exporting

Taking/receiving and giving (TRG): A comparison of two quantitative pilot studies on students’ entrepreneurial motivation in Indonesia

An appropriate tool for entrepreneurial learning in SMEs? The case of the 20Twenty Leadership Programme

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