Small firms and the information problem

Pleitner, Hans Jobst

doi:10.1016/0263-2373(89)90081-9

Cited by 8 publications

(3 citation statements)

References 1 publication

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“…It could be, therefore, that benchmarking against the standards of very large companies has little to offer the SME. Indeed research confirming the under-performance of SMEs in relation to a variety of new working practices including TQM (Ghobadian and Gallear, 1995), stress management (Johnson, 1995), Just In Time (Raine, 1991) and information handling (Pleitner, 1989) highlights the need to question the appropriateness of such``large firm'' solutions. For example, van de Wiele and Brown (1998) suggest that small firms are no less concerned with quality initiatives than large firms, rather they are less comfortable with the formal approaches that are often advocated as part of quality standards registration programmes.…”

Section: Discussionmentioning

confidence: 99%

The use and effectiveness of benchmarking in SMEs

Cassell

Nadin²,

Gray³

2001

Benchmarking: An International Journal

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The aim of this paper is to explore current uses of benchmarking in small-and medium sized enterprises SMEs as well as assessing the demand for this practice. A multi-method approach was adopted involving a telephone survey of 100 companies supplemented with in-depth interviews with a further 22 companies generating qualitative data which explored the issues in greater detail. The most popular benchmarking indices used were financial performance, customer satisfaction and quality of products / services. Benchmarking of human resource type measures was inconsistent and piecemeal. Where benchmarking was used it was found to be very effective across all of the measures used, though low levels of interest in using benchmarking were shown by companies not already using it. Thus, whilst companies appear hesitant about using benchmarking data, where they do so, they are pleased with the results. Reasons behind this reluctance and the patterns of usage generally are explored.

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Section: Discussionmentioning

confidence: 99%

The use and effectiveness of benchmarking in SMEs

Cassell

Nadin²,

Gray³

2001

Benchmarking: An International Journal

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“…Each generation brings added human capital to the endeavor, without sacrificing local market knowledge or undermining the integrity of the firm. Family transitions help firms solve the "information problem" [access to information as well as its handling (Pleitner, 1989)] and at the same time create a dynamic for change.…”

Section: Discussionmentioning

confidence: 99%

Patterns of Succession and Continuity in Family-Owned Businesses: Study of an Ethnic Community

Perricone

Earle

Taplin

2001

Family Business Review

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This paper examines ways in which patriarchal/familistic cultural systems condition responses to the kinds of social and economic changes that challenge family‐owned businesses. Using a case study of an ethnic enclave in the southeastern United States, the paper looks at intergenerational succession, paying particular attention to how small firms manage to transfer control within the family. Key to successful transfer is the presence of trust and the utilization of social capital as well as the ability of successive generations to acquire skills that enable them to identify new market niches. The manuscript also discusses how firms manage conflict between old and new ideas, develop informal mechanisms for incorporating new ideas, and maintain the flexibility necessary for market survival.

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“…Several studies have focused on the general information behaviour of small companies. The findings from this research suggest that the small company manager is the central actor in handling information in the company [15]. The manager looks for information among personal and social contacts [16][17][18][19][20].…”

Section: Family and Friendsmentioning

confidence: 99%

Information Search Behaviour during Business Gestation

Johannessen

Kolvereid²

1994

Information Management &Amp; Computer Security

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Describes a research project to identify an information search pattern among entrepreneurs so that agencies devoted to the promotion of new business might allocate their resources more effectively. Sources of information used by entrepreneurs were divided into five categories: family and friends, business relations, public agencies, professional advisers and books and other written sources of information. Suggests in light of the findings that professional advisors and public agencies should actively seek information and contact their target group rather than passively supply information when approached.

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Small firms and the information problem

Cited by 8 publications

References 1 publication

The use and effectiveness of benchmarking in SMEs

The use and effectiveness of benchmarking in SMEs

Patterns of Succession and Continuity in Family-Owned Businesses: Study of an Ethnic Community

Information Search Behaviour during Business Gestation

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