The reality of management development in SMEs

Coetzer, Alan; Battisti, Martina; Jurado, Tanya; Massey, Claire

doi:10.1017/s1833367200001486

Cited by 13 publications

(10 citation statements)

References 22 publications

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“…Besides these theoretical contributions, on the practical side, refining this set of fortytwo constructs down to just twenty-two makes way for training procedures that are better suited to the reality of small companies. Furthermore, grouping functions and roles into styles favors management development in Small and Medium-sized Enterprises (SMEs), as the managers of these companies learn, mainly, by experience when performing daily activities (Coetzer et al, 2011).…”

Section: Discussionmentioning

confidence: 99%

What do small business owner-managers do? A managerial work perspective

Oliveira¹,

Escrivão²,

Nagano³

et al. 2015

J Glob Entrepr Res

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This article proposes management styles to small business owner-managers based on the two most important approaches to managerial work. The managerial work performance of small business owner-managers was analyzed from different perspectives. An important perspective, known as small business owner-manager behavior studies, is founded on the manager's functions (process approach) and roles (roles approach). This perspective is based on studies on the work of the manager of large businesses. Even if on the one hand this transfer of concepts from large to small business reveals problems, on the other hand it has proven to be a rich opportunity for research. This research applied a survey methodology that asked small business owners to answer a questionnaire. The results indicated that both approaches -process and roles -are useful to characterize the work of small business owner-managers. Four managerial styles were identified: (1) activity structuring (2) public relations (3) supervision and leading, and (4) conflict solver. Regarding the four different styles, we believe our paper can contribute to the development and improvement of specific theories about small business management, based on the study of the nature of managerial work.

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Section: Discussionmentioning

confidence: 99%

What do small business owner-managers do? A managerial work perspective

Oliveira¹,

Escrivão²,

Nagano³

et al. 2015

J Glob Entrepr Res

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“…Furthermore, it allowed the identification of variables that affected their attitudes to managerial learning and participation in management development. In particular, it was demonstrated that a high regard and orientation for learning by owner-managers combined with a high regard for task resolution and reflective learning provided the most desirable form of management development activities among the categories of such activity identified from this study (Coetzer et al, 2011).…”

Section: Literature Reviewmentioning

confidence: 78%

“…Arguably, we are still developing our understanding of the drivers of management development behaviour by owner-managers and entrepreneurs in small and medium-sized enterprises (SMEs) and, hence, of predictors of that behaviour -an area in which there remains a research gap (Kitching and Blackburn, 2002;Coetzer et al, 2011). Although there has been extensive work and previous research on the nature of management development, sources of learning in SMEs and barriers to participation, there has been little work on the intrinsic factors that affect the participation of SME ownermanagers in management development programmes and sources of learning.…”

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confidence: 99%

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Predicting Management Development and Learning Behaviour in New Zealand SMEs

Deakins¹,

Battisti²,

Coetzer³

et al. 2012

The International Journal of Entrepreneurship and Innovation

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Despite concern on the part of policy makers to raise managerial capability in SMEs, there is little evidence on the key drivers of owner-manager participation in management development programmes. The authors argue that such participation is poorly understood. The paper develops a predictive model of the drivers of participation in sources of learning by owner-managers. It tests a theoretical model, based on the small firm as a learning organization, which posits that participation is driven by owner-managers' learning orientation and the extent of their belief in self-improvement. The implications of the results are discussed in light of the provision of management development programmes.

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“…The trusted sources of advice include family, friends, peers, and professional consultants (Coetzer, Battisti, Jurado, & Massey, 2011).…”

Section: Acquiring Processesmentioning

confidence: 99%