Management Theory for Small Business: Attempts and Requirements

d’Amboise, Gérald; Muldowney, Marie

doi:10.5465/amr.1988.4306873

Cited by 215 publications

(48 citation statements)

References 25 publications

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“…A theory is important, as it provides an economic means to organize information in a way that is internally and externally consistent, verifiable, has generality and possesses scientific parsimony (dÕAmboise and Muldowney, 1988). Such a slow theory development can be explained by the fact that, in general, it is difficult to integrate all small businesses in one general theoretical framework (Curran and Blackburn, 2001;dÕAmbo-ise and Muldowney, 1988).…”

Section: Introductionmentioning

confidence: 98%

“…In order to cover the impact of size on all the contingent factors of SBSR behaviour, we follow a number of reviews that have classified the contingent factors of small business behaviour into four, more or less similar, dimensions (Chau and Siu, 2000;dÕAmboise and Muldowney, 1988;Longenecker et al, 2006;Solymossy and Masters, 2002): issue, personal, organizational and context characteristics. Issue characteristics refer to the situation or the matter of concern to SBSR behaviour; personal characteristics relate to the values, competencies and actions of the owner-manager; organizational characteristics involve the tangible and intangible resources and structures of the firm; and context characteristics refer to the economic, social and institutional factors, which are external to the organization.…”

Section: Introductionmentioning

confidence: 99%

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Investigating the Impact of Firm Size on Small Business Social Responsibility: A Critical Review

2006

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The impact of smaller firm size on corporate social responsibility (CSR) is ambiguous. Some contend that small businesses are socially responsible by nature, while others argue that a smaller firm size imposes barriers on small firms that constrain their ability to take responsible action. This paper critically analyses recent theoretical and empirical contributions on the size–social responsibility relationship among small businesses. More specifically, it reviews the impact of firm size on four antecedents of business behaviour: issue characteristics, personal characteristics, organizational characteristics and context characteristics. It concludes that the small business context does impose barriers on social responsibility taking, but that the impact of the smaller firm size on social responsibility should be nuanced depending on a number of conditions. From a critical analysis of these conditions, opportunities for small businesses and their constituents to overcome the constraining barriers are suggested. Copyright Springer Science+Business Media, Inc. 2006small business social responsibility, CSR, SMEs, small business, entrepreneurship, shared responsibility,

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Section: Introductionmentioning

confidence: 98%

Section: Introductionmentioning

confidence: 99%

Investigating the Impact of Firm Size on Small Business Social Responsibility: A Critical Review

2006

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“…We choose to focus on survival instead of growth for three reasons at least. First, most small businesses are built around the owner-manager (Cooper et al, 1994), for whom the company very often is the main source of income (d'Amboise and Muldowney, 1988). This type of firm has the advantage that the owners are more likely to take the long-term view of business (Chaganti and Schneer, 1994).…”

Section: Introductionmentioning

confidence: 99%

Modelling the Link Between Management Practices and Financial Performance. Evidence from Small Construction Companies

2005

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This paper develops a structural model to investigate the direct and indirect effects of owner–manager and company characteristics and selected management practices on the financial performance of a sample of 218 small Belgian construction companies. The results show that the owner–manager and company characteristics (experience, education, financial knowledge, knowledge of cost accounting, company size and age) have no direct significant impact on financial performance. However, several significant paths have been found between the owner–manager and company characteristics and management practices. As far as the direct effects of the management practices are concerned we observe several significant paths from the management practices to financial performance. Our findings indicate that a model approach by including owner–manager and company characteristics and management practices in an intertwined way is necessary when exploring their effects on small business financial performance. Copyright Springer 2005company characteristics, construction sector, financial performance, management practices, small business, owner-manager characteristics, L20, L74, M10,

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“…Identifying and understanding these differences would significantly contribute to theoretical formulations that are specific to the demands of small businesses (Andersson & Flóren, 2008;D'Amboise & Muldowney, 1988;Florén & Tell, 2012). This company size requires a specific theoretical approach and not an adaptation on a smaller scale of what is theorized for large companies (Welsh & White, 1981).…”

Section: Introductionmentioning

confidence: 99%

Managerial styles of small business owners: a study based on the organizational life cycle and on concepts concerning managers’ functions and roles

Oliveira

Filho

Nagano

et al. 2015

RBGN

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Management Theory for Small Business: Attempts and Requirements

Cited by 215 publications

References 25 publications

Investigating the Impact of Firm Size on Small Business Social Responsibility: A Critical Review

Investigating the Impact of Firm Size on Small Business Social Responsibility: A Critical Review

Modelling the Link Between Management Practices and Financial Performance. Evidence from Small Construction Companies

Managerial styles of small business owners: a study based on the organizational life cycle and on concepts concerning managers’ functions and roles

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