The SMEs Governance Mechanisms Practices and Financial Performance: Case of Tunisian Industrial SMEs

Hamad, Salah Ben; Karoui, Afef

doi:10.5539/ijbm.v6n7p216

Cited by 10 publications

(13 citation statements)

References 32 publications

(20 reference statements)

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“…Additionally, the study is also in line with previous study by Magaisa et al (2013) where they noted that it is difficult for the organizations to have board members who are separate from the stakeholders and who are capable to run and account for the running of the organizations. As for the ownership structure component in the contribution aspect, the findings are in line with a study on Tunisian SMEs where it is noted that board size along with the presence of some external members have had a positive effect on the SME performance (Hamad and Karoui, 2011). This result highlights the important role which could be played by the board of directors as a control mechanism within SMEs.…”

Section: Discussionsupporting

confidence: 79%

Corporate governance practice for tourism small and medium-sized enterprises in Malaysia

Shariff

Abidin

2018

Int. j. adv. appl. sci.

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The Tourism Small and Medium-Sized Enterprises (TSMEs) make a significant portion of entrepreneurial enterprises in Malaysia, and as a matter of fact play a big role as the backbone in the Malaysian tourism industry. Good corporate governance has been proven as a mechanism to increase companies' performance and since corporate governance also plays a vital role in the small firms including entrepreneurial, this study intends to examine the corporate governance practices in TSMEs namely ownership and board structure, conflict of interest, stakeholders, social responsibility, remuneration and transparency. A number of 229 respondents consisted of board of directors and top management of TSMEs were asked to indicate the importance of corporate governance practices and to determine the component of best practices for the TSMEs. The findings highlight that all the six corporate governance practices significantly derived as important component for the TSMEs. At present, there has been limited study on corporate governance in TSMEs. Hence, these findings would contribute towards considering these best practices as a vital role in managing TSMEs in achieving their strategies and objectives.

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Section: Discussionsupporting

confidence: 79%

Corporate governance practice for tourism small and medium-sized enterprises in Malaysia

Shariff

Abidin

2018

Int. j. adv. appl. sci.

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“…As for the ownership structure component in the contribution aspect, the findings are in line with a study on Tunisian SMEs where it is noted that board size along with the presence of some external members have had a positive effect on the SME performance (Hamad & Karoui, 2011). This result highlights the important role which could be played by the board of directors as a control mechanism within an SMEs.…”

Section: Developing a Model Of Best Practice For Corporate Governancesupporting

confidence: 79%

Corporate Governance Model in the Malaysian Tourism Small and Medium-Sized Enterprises

Shariff

Abidin

Bahar

2018

ASSRJ

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To ensure Tourism Small and Medium-Sized Enterprises (TSMEs) in Malaysia continue to support the national tourism industry and remain a source of employment to the community, the government has focused on determining the key success factors of Malaysian TSMEs' performance with a focus on tourism entrepreneurs' motivation and management. Hence, the primary objective of the study is to develop a model of best practice for corporate governance in the Malaysian TSMEs. The findings highlight nine corporate governance practices significantly derived as important component for the TSMEs namely shareholders, top management, board of directors, ownership and board structure, conflict of interest, stakeholders, social responsibility, remuneration and transparency. Based on these findings, a conceptual model has been developed to present a standard practice for corporate governance in the Malaysian TSMEs. These practices play vital role in managing the TSMEs toward achieving their strategies and objectives. The model contributes to the better and successful management of TSMEs particularly since corporate governance has proven as vital aspect for SMEs growth. It is suggested that further research should be conducted to investigate the significance of these practices to the successful management of the TSMEs.

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“…Factor 1 was then called competitiveness since profitability, finance, and competitiveness are business performance establishing factors. Business performance is said to be a driving factor in the implementation of corporate governance (Hamad, 2011). The implementation of corporate governance was found to improve business performance (Arosa, Iturralde, & Maseda, 2013).…”

Section: Public Informationmentioning

confidence: 99%

Supporting Factors for the Successful Implementation of Corporate Governance in Handicraft Smes

Hamdani

Nugraha

Suparman

2020

HSSR

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Purpose of Study:This research is to analysis and study factors that influence the successful implementation of good corporate governance in handicraft SMEs based on several factors related to business ethics, public information, and the company's ability to develop, be sustainable and compete. This study also aims to create a new element from several groups of factors that can be categorized based on grouping in a component matrix. Methodology:This research was conducted using a descriptive correlational design. The samples were 54 handicraft SMEs that have implemented corporate governance principles in five regencies in West Governance. The sampling technique uses simple random sampling in 5 districts in West Java Province. Data processing used Exploratory Factor Analysis (EFA). Main Findings:The results show that the four factors support the successful implementation of Handicraft SME's corporate governance. The first factor is profitability, financial report integrity, and competitiveness, this primary factor is called competitiveness. The second factor is decision making, business ethics, and planning and organizing aspects, and this factor is called leadership. The third factor is sustainability and access to banking and this factor is called the bankable factor. The fourth factor consists of growth and public information, and these factors are called growth factors. Applications of this study:The results of this study can be used as a reference by handicraft SMEs to develop business management to improve leadership factors and maintain growth so that it becomes bankable and competitive. This information is also useful for investors and financial service providers to provide capital to handicraft SMEs.Novelty / Originality of this study: First, this research formed a new factor that supports the success of governance in handicraft SMEs; these factors are leadership, competitiveness, bankable, and growth. These four factors are the main factors determining the successful implementation of corporate governance in handicraft SMEs. Both of these studies combine several concepts from previous research the characteristics of SMEs in West Java, Indonesia.

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The SMEs Governance Mechanisms Practices and Financial Performance: Case of Tunisian Industrial SMEs

Cited by 10 publications

References 32 publications

Corporate governance practice for tourism small and medium-sized enterprises in Malaysia

Corporate governance practice for tourism small and medium-sized enterprises in Malaysia

Corporate Governance Model in the Malaysian Tourism Small and Medium-Sized Enterprises

Supporting Factors for the Successful Implementation of Corporate Governance in Handicraft Smes

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