Management practices and SME performance

Abstract

We examine the association between management practices and SME performance in Britain over the period 2011–2015, using a unique dataset which links survey data on management practices with firm performance data from the UK's official business register. We find that SMEs are less likely to use formal management practices than larger firms. However, such practices appear to have demonstrable benefits for those SMEs who use them, being positively associated with firm survival, growth and productivity. Our results add further weight to policy initiatives which seek to encourage SMEs to improve their management skills and capabilities.

SMEs Management Success Determinants and its Implications on Their Performance in South West, Nigeria

“…Quantitative method of data analysis was used. It has the advantage of providing accurate results about a phenomenon or a set of activities and facilitates easy hypotheses testing by ensuring easy development of models and theories from empirical data (Forth and Bryson, 2019) Responses were collated, coded and summed up for each of the variables and for each of the participants. The relationships between the variables were measured using product moment correlation coefficient and the combined effect was measured using simple regression analysis.…”

“…Serrasqueiro et al (2018) identified some critical capabilities in the area of cost estimation, environmental scanning, assessment, and predictions, work definitions, clients' criteria as well as work objectives as the major variables of success. Others are; prompt product/service delivery Bocconcelli et al (2018) management knowledge and skills, business processes, evaluation of performance, business structure and systems (Ahmed et al, 2018;Wang and Zhou, 2019) business plan, (Arasa and K'Obonyo, 2012;Forth and Bryson, 2019;Ighodalo et al, 2019) managerial attitude and practices (Asikhia, 2010;Okwachi et al, 2013;Sabli and Latiff, 2019), strategy (Maney et al, 2014;Rizan, Balfas, and Purwohedi, 2019) and marketing (Omar and Anas, 2014;Van Scheers, 2011).…”

Product Newness, Low Competition, Recent Technology, and Export Orientation as Predictors for Entrepreneurial Growth Aspirations

“…To calculate the sample size, we used the following formula n = z 2 pqN e 2 (N − 1) + pqz 2 (1) where:…”

“…Entrepreneurs search for sustainable long-term business development by launching and leading high-growth firms in terms of job creation, wealth generation, and the development of effective entrepreneurial role models to maximize firm performance [2,3], especially when entrepreneurs increase their perceived behavioral control [4] and imitate reputed and successful entrepreneurs [5]. High-growth firms surge when they dispose of opportunity-based entrepreneurs, have large amounts of information, and are broad-market oriented [6][7][8].…”

High-involvement management practices and the productivity of firms: Detecting industry heterogeneity

“…The scope of the candidates to open the black box of the mechanism is wide. It extends from cross-national comparisons (Dastmalchian, 2020;Gilbert and Von Gilnow, 2015) and investigations based on company size (Arthur et al, 2019;Broszeit et al, 2019;Forth and Bryson, 2018;Wu et al, 2015) to studies where the mechanism has been brought closer to the shop floor level. Various dimensions of job quality, organisation culture and job satisfaction (Den Hartog and Vergurg, 2004;Garg, 2019;Lee et al, 2017;Wood and Ogbonnaya, 2018) -but also union density (Vazquez-Bustelo and Avella, 2019) and social capital (Jiang and Liu, 2015) -have been investigated as mediators between productivity and high-performance practices.…”