Protection of Minority Shareholder Investment in the Small and Medium-sized Enterprises

Kanthapanit, Chinnapat; Kanthapanit, C

doi:10.13106/jafeb.2020.vol7.no8.451

Cited by 9 publications

(12 citation statements)

References 20 publications

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“…In this study, focused on examining the performance of SMEs and understanding the relationship between technical skills, managerial skills, entrepreneurial skills, business skills, and SME performance with the mediating effect of strategic planning, a survey design was deemed appropriate. The survey design aligns with previous relevant studies (Kunene, 2009;Ahmad et al, 2020;Ahmad et al, 2021;Smith et al, 2006).…”

Section: Methodsmentioning

confidence: 81%

Skills and Strategic Planning: Unveiling the Nexus in SMEs - A Case Study

Ahmad,

Alam

2024

JICC

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The study examines the determinants of companies' key skills and strategies to understand better how firms can use their resources to achieve success. This study is, therefore, undertaken for this reason to investigate the connections between possible variables. Specifically, it aims to examine the mediating effect of strategic planning on the relationship between technical skills, managerial skills, entrepreneurial skills, business skills, and performance of the small and medium enterprises in Punjab, Pakistan. Data was collected through self-administrative questionnaires with 265 owners/managers of small and medium enterprises in Punjab, Pakistan. PLS-SEM is used to analyze the data and test the hypothesis. The study's findings suggest a significant relationship between managerial skills, entrepreneurial skills, business skills, and strategic planning. Strategic planning mediates the relationship between managerial skills, entrepreneurial skills, business skills, and firm performance for the mediating effect. However, no empirical support has been found from the mediator on the relationship between technical skills and firm performance. This study provides valuable insights into strategic planning's role in improving the firm’s performance to the owners/managers of small and medium enterprises, policymakers, and researchers. SMEs owners/managers should also be encouraged to undertake strategic planning that can encourage them to utilize their resources to improve their performance. Finally, the study concludes with feedback from theory, methodology, consequences, guidelines, limitations, and future research.

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Section: Methodsmentioning

confidence: 81%

Skills and Strategic Planning: Unveiling the Nexus in SMEs - A Case Study

Ahmad,

Alam

2024

JICC

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“…However, the extent to which these functions are executed depends on how equipped the manager is in terms of skills, knowledge and other competencies which is expected to be acquired through managerial training. It is therefore argued that SME managers particularly those in developing countries such as Ghana need to be provided with constant and adequate managerial training which will equip them with the required managerial competency (Raven and Le, 2015; Ahmad and Ahmad, 2021). Similarly, Newman et al.…”

Section: Background and Theory Developmentmentioning

confidence: 99%

“…Since every organisation is distinct in its talent needs, managerial training should be tailored to these needs. This becomes much more crucial in the context of SMEs in developing countries that are largely saddled with low-quality staffing and managerial ineffectiveness (Ahmad and Ahmad, 2021). Using primary data collected from 506 SMEs across various economic sectors in Ghana, the study examines how training content, accessibility, efficiency, and frequency influence managerial effectiveness.…”

Section: Introductionmentioning

confidence: 99%

Does managerial training increase SME managers' effectiveness? A capability development approach

Atiase

Wang

Mahmood

2023

IJEBR

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PurposeTraining remains an important factor in developing the managerial effectiveness and capability of small and medium-sized enterprises (SMEs), yet there are concerns regarding the quality of training provided to SME managers in Ghana, hence the weak managerial capabilities observed in SME management. This study, therefore, examines the impact of managerial training on the effectiveness of SME managers in Ghana.Design/methodology/approachDrawing on the human capital theory (Becker, 1962; Rosen, 1977), this study employs the variance-based estimating technique, partial least square structural equation modelling (PLS-SEM) in estimating the effects of training on the managerial effectiveness of SME managers. Adopting a stratified random sampling technique, the study uses primary data collected from 506 SMEs in Ghana to test 4 hypothesised paths.FindingsFirst, the model result indicates that training accessibility and training content are statistically significant in explaining managerial effectiveness at a 1% level. However, both training efficiency and training frequency are statistically insignificant in explaining managerial effectiveness in Ghana. Second, while the industry category is found to influence the relationship between training and managerial effectiveness, gender, manager's age and education are insignificant in explaining any effects.Research limitations/implicationsThough the sample size is large, the findings from this study could not be generalised to the whole of Ghana since it is regionally based. The study could benefit immensely from a triangulated method where a qualitative dimension could provide deeper insight into some of the findings in this study.Originality/valueStudies of this nature focussing on the managerial effectiveness of SME managers in the Ghanaian context is rare. This is one of the few studies in the Ghanaian research context which focuses on the capability development approach in the delivery of managerial training to SMEs.

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“…Besides that, previous research shows that a link exists between managerial competencies and performance. For example, Veliu and Manxhari (2017) and Biteko and Ismail (2020) argue that managerial competencies that include professional, personal and social competencies improve both management and firm performance; managerial competence improves performance (Veliu and Manxhari, 2017;Odeng, 2012;Elias and Mwakujonga, 2019); managerial skills influence SMEs' performance (Ahmad and Ahmad, 2021); knowledge competences and behavioral competencies positively influence competitive advantage (Awang et al, 2012;Bilal et al, 2017); and managerial competences improve sales performance and customer satisfaction (Masoud and Al khateeb, 2017). Although management competencies may influence performance, their effect on the SC performance of SMEs hasn't been given significant attention.…”

Section: 2mentioning

confidence: 99%

Small and medium enterprise agro-processing firms supply chain performance: the role of owner-manager’s managerial competencies, information sharing and information quality

Namagembe,

Mbago

2023

MSCRA

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PurposeThe study examined the influence of small and medium enterprise (SME) owner-managers' managerial competencies on supply chain performance, the mediation role of information quality on the SME owner-managers' managerial competencies and supply chain performance relationship, the mediating role of information quality on the information sharing and supply chain performance relationship and the mediating role of both information sharing and information quality on SME owner-managers' managerial competences and supply chain performance relationship.Design/methodology/approachData were collected from SME agro-processing firms. The determined sample size for the agro-processing firms was 200, while an effective sample size of 177 was obtained. The Covariance Structural Equation Modelling software was used to obtain results on the influence of SME owner-managers' managerial competencies on supply chain performance, the mediation role of information quality on the SME owner-managers' managerial competencies and supply chain performance relationship, the mediating role of information quality on the information sharing and supply chain performance relationship and the mediating role of both information sharing and information quality on SME owner-managers' managerial competences and supply chain performance relationship.FindingsFindings indicated that a positive significant influence of SME owner-managers' managerial competencies on supply chain performance and the presence of partial mediation effects when the mediating role of information quality in the SME owner-managers' managerial competencies and supply chain performance relationship and the information sharing and supply chain performance relationship is tested. Also, a partial mediating role of information sharing and information quality is obtained in the SME owner-managers' managerial competencies and supply chain performance relationship.Research limitations/implicationsThe study mainly focused on SME agro-processing firms eliminating other SME manufacturing firms. Also, the research employed a wholistic approach when studying the SME agro-processing firms without focusing on how SME owner-managers' managerial competencies would affect information sharing, information quality and supply chain performance based on the market type (local or foreign) and the source of raw materials (local or foreign) and the impact of information sharing on information quality hasn't been given significant attention in the existing literature.Originality/valueThe research focused on the mediation role of quality of information shared by SME owner-managers in the relationship between information sharing and supply chain performance, the mediating role of information quality in the SME owner-managers' managerial competencies and supply chain performance and the mediating role of both SME owner-manager's information sharing and quality of information shared in the relationship between SME owner-managers' managerial competences and supply chain performance. These mediation effects haven't been given significant attention in previous research. Further, while information sharing and information quality have been studied, they have been studied at a supply chain level, not at a managerial level.

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Protection of Minority Shareholder Investment in the Small and Medium-sized Enterprises

Cited by 9 publications

References 20 publications

Skills and Strategic Planning: Unveiling the Nexus in SMEs - A Case Study

Skills and Strategic Planning: Unveiling the Nexus in SMEs - A Case Study

Does managerial training increase SME managers' effectiveness? A capability development approach

Small and medium enterprise agro-processing firms supply chain performance: the role of owner-manager’s managerial competencies, information sharing and information quality

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