Policies to support ethnic minority enterprise: the English experience

Ram, Monder; Smallbone, David

doi:10.1080/0898562032000075177

Cited by 115 publications

(147 citation statements)

References 12 publications

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“…From the perspective of the intervention, peer-to-peer networks signposted their members to places where they could solve their particular problems: far from 'crowdingout' information from networks; Business Link was indebted to them. Moreover, the idea, suggested by some commentators, that there is a dichotomy between network approaches and policy interventions for small firm owner-managers as they seek business advice was undermined by our results (Commission et al 1997, Ram andSmallbone 2003). This implies a cultural explanation of the adoption of internal management practices rather than the structural explanation favored by those who stress competition.…”

Section: Discussioncontrasting

confidence: 48%

When moving information online diminishes change: advisory services to SMEs

2014

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Small firms perform poorly. How to support SMEs effectively has occupied policymakers for decades. Previous work suggests weak competition as a cause of 'the problem'. Therefore, the means of delivering support matters little. Accordingly, the government moved support online rather than be delivered in face-to-face exchanges between advisers and clients. However, we suggest adopting internal management practices to build capabilities does require face-to-face contact, so practices diffuse in a pattern like an 'epidemic'. In support a multinomial logit model of 1334 cases of advice found SMEs that took advice to enhance internal management practices were more likely to be referred by other firms. Hence, we argue that moving online diminished change within these SMEs.

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Section: Discussioncontrasting

confidence: 48%

When moving information online diminishes change: advisory services to SMEs

2014

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“…First, the advisory process requires a recognition that outside help is needed (Markham 1997, Chrisman andMcMullan 2004). Second, advice is facilitated by trust (Ram 1999, Ram and Smallbone 2002, Bennett and Robson 2004, Garvin and Margolis 2015 even to the extent that clients prefer 'poorer' advice from trusted advisers (Kautonen et al 2010). Third, since advice transfers tacit knowledge it is enabled through face-to-face interaction (Chrisman et al 2005).…”

Section: The 'Stickiness' Of New Firm Formation Rates and Entrepreneumentioning

confidence: 99%

Take-up and variation of advice for new firm founders in different local contexts

Mole

Capelleras

2017

Environment and Planning C: Politics and Space

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Although business advice has been linked to entrepreneurial outcomes, it is subject to information asymmetries and market failure. We argue that the knowledge concerning from whom to take advice before starting a new firm is more easily accessed in areas with high start-up rates which therefore ameliorates market failure. The study is based on surveys of 599 new firm founders in England and 381 new firm founders in Catalonia. A series of probit and heteroskedastic probit models are employed to investigate not only the probability of taking advice but also the variance in that probability, which reflects uncertainty. Supporting our view, the findings show that the taking of advice in the places with higher start-up rates exhibit less variation compared to other localities. We also find differing effects of place on the take up and variation of private sector and public sector advice. Implications from the findings are discussed

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“…Correspondingly, a number of SMME writings centre on the significance of encouraging "supplier diversity" and interventions specifically designed to generate diversity in SMME supplier development programmes. In many countries, the issue of supporting supplier diversity has moved from the margins of discussions concerning SMME development to become a mainstream policy matter (Ram & Smallbone, 2003a, 2003bSonfield, 2010). In particular, questions concerning supplier diversity have been prominent in the U.S., the UK and more recently Australia.…”

Section: Private Sector Procurement Initiativesmentioning

confidence: 99%

Improving market access opportunities for urban small, medium and micro-enterprises in South Africa

Rogerson¹

2013

Urbani izziv

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Since the democratic transition of 1994, the promotion of the small, medium and micro-enterprise (SMME) economy has been a core focus of South African government policy. With high levels of unemployment and poverty in urban areas, the impact of this policy intervention is most critical for city development. Given South Africa’s chequered history, the national government’s focus is on transforming the prospects for enterprises owned by black South Africans, who were disadvantaged under apartheid. This article examines the range of contemporary policy initiatives to address business constraints on market access and catalyse new market opportunities for black-owned enterprises in urban South Africa. The article concentrates on two themes: 1) building links into private sector supply chains, especially through supplier diversity, and 2) building links into public sector markets through public procurement. It is shown that current policy directions recognise that the national government has a limited capacity to implement SMME improvement and build competitive black-owned SMMEs by itself, which has prompted support for private sector initiatives. In addition, the government is struggling to practice what it preaches and use its own procurement capacity to assist black-owned SMMEs

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Policies to support ethnic minority enterprise: the English experience

Cited by 115 publications

References 12 publications

When moving information online diminishes change: advisory services to SMEs

When moving information online diminishes change: advisory services to SMEs

Take-up and variation of advice for new firm founders in different local contexts

Improving market access opportunities for urban small, medium and micro-enterprises in South Africa

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