Learning in small- and medium-sized enterprises: time for a reappraisal?

Forrester, Keith; Payne, John H.; Ross, Cilla

doi:10.1080/13596740400200165

Cited by 1 publication

(2 citation statements)

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“…In addition to factors outlined above, cost, lack of awareness, relevance and overly bureaucratic application processes have been cited (Beresford and Capizzi, 2000;Devins et al, 2002;Forrester et al, 2004). Recent studies have focused on ways of overcoming these barriers.…”

Section: Supporting Micro Businesses and Engagement With Trainingmentioning

confidence: 99%

“…Difficulties associated with the capturing, codifying and recording of situated learning activity have been recognized as a considerable policy challenge (Department for Education and Employment, 2000). Given that we live in an increasingly credentialist society (Forrester et al, 2004), where leaning needs to be measured, it follows that it also needs to be assessed. However, the role of what constitutes 'quality' in terms of higher education assessment strategies remains contested, with at least five interpretations of quality having been identified in the research literature: quality as excellence, as conformation to specifications or standards, as effectiveness in achieving institutional goals, as meeting customer needs and as fitness for purpose (Green, 1994).…”

Section: Supporting Micro Businesses and Engagement With Trainingmentioning

confidence: 99%

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Professionalization of the business start-up process

Beresford

Saunders

2005

Strat. Change

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᭹The UK has no shortage of business start-ups: the Small Business Service estimated that at the start of 2003 there were 4.0 million active enterprises and of these, approximately 99% were classified as small (0-49 employees). The Bank of England (2004) estimate that during 2003 there were 465 000 start-ups, an increase of 19% on 2002.Average survival rates for businesses (1992)(1993)(1994)(1995)(1996)(1997)(1998)(1999)(2000)(2001) indicate that more than half fail within three years of formation. Further, there is a general agreement that for micro businesses the failure rate is higher, one-third failing within the first year. ᭹ Much of this failure has been blamed on a lack of business and management skills amongst owner managers. These people often describe themselves by their technical discipline rather than as a business person or manager, and tend to have an unwillingness to engage with training providers. It is suggested that this unwillingness is symptomatic of a culture of self-deception, which pervades the sector.This is despite 77% of owner managers believing their own business management capabilities to be the most important factor for business survival and growth. ᭹ Where business and management training has been taken up, its impact has proven sub-optimal, with little evidence of benefit perceived by owner managers. To this extent providers could be viewed as complicit in the maintenance of a culture of fire fighting within micro firms. ᭹ This paper discusses an alternative training programme -Sustainability Support for Small Business (S 3 ). This provides help to new businesses over a four-month pre-start-up period and the first three years of operations. The programme addresses participants' short-term, immediate business needs by focusing on key business documents and facilitating reflection on the part of the owner manager, developing a more professional approach to start-up. This programme was trialled throughout 2003 using a cohort of 147 micro businesses. Subsequent evaluation revealed a one-year business survival rate of 86%. The programme received a 95% approval rating from participants in their postprogramme evaluation.

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Section: Supporting Micro Businesses and Engagement With Trainingmentioning

confidence: 99%

Section: Supporting Micro Businesses and Engagement With Trainingmentioning

confidence: 99%