What really happens to small and medium-sized enterprises in a global economic recession? UK evidence on sales and job dynamics

Cowling, Marc; Liu, Weixi; Ledger, Andrew; Zhang, Ning

doi:10.1177/0266242613512513

Cited by 173 publications

(168 citation statements)

References 68 publications

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“…perspectives (see Cowling et al, 2014;Smallbone et al, 2012;Kitching et al, 2011) rather than on employee' views and experience. Indeed, the impact of developing and implementing HRM strategy is relevant to both employees and managers (Guest, 1999).…”

Section: Discussionmentioning

confidence: 99%

“…This flexibility is evident in terms of adjusting resource inputs, processes, prices and outputs (Reid, 2007;Bednarzik, 2000). Small firms' owners, when faced with environmental volatility and economic restructures and changes, will rely on flexible organisational routines and closeness to the market to find niches that may offer a moderate level of revenue generations (Cowling et al, 2014;Latham, 2009). Surveys of UK small firms have shown that small firms exhibit a strong level of resilience, flexibility, adaptability and absorptive capacity in recessions (see for example Price et al, 2013;Anderson and Russell, 2009).…”

Section: Managing In Recession In Small and Large Firmsmentioning

confidence: 99%

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Are the HR responses of small firms different from large firms in times of recession?

Lai

Saridakis

Blackburn

et al. 2016

Journal of Business Venturing

138

144

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Section: Discussionmentioning

confidence: 99%

Section: Managing In Recession In Small and Large Firmsmentioning

confidence: 99%

Are the HR responses of small firms different from large firms in times of recession?

Lai

Saridakis

Blackburn

et al. 2016

Journal of Business Venturing

138

144

View full text Add to dashboard Cite

show abstract

“…The industry sector, age and size are three of the most common business characteristics to be linked with a small business growth. A business size at start-up is an important variable included in a number of empirical studies (Cowling et al, 2015). According to Clear and Dickson (2005), there are some task elements that must be taken into account when considering the autonomy: the method of working, pace of work, procedures, scheduling, work criteria, work goals, workplace, work evaluation, working hours, kind of work and amount of work.…”

Section: Theoretical Backgroundmentioning

confidence: 99%

The Role of Entrepreneur´s Gender, Age and Firm´s Age in Autonomy. The Case Study from the Czech Republic

Kozubíková¹,

Vojtovič²,

Rahman³

et al. 2016

Economics &Amp; Sociology

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ABSTRACT. The aim of this article is to explore the question of autonomy as an element of entrepreneurial orientation (EO) in the segment of small and mediumsized enterprises (SMEs) in the Czech Republic. In relation to the independence of the researched companies, we have investigated whether the evaluation of an independent position of the companies differs according to three criteria: gender, age of the entrepreneur, and time of the company spent in the market. The researched entrepreneurs were divided into men and women, entrepreneurs "younger" (under the age of 45) and "older" (45+), and into "beginners and advanced" (1-10 years in business) and "experienced" (more than 10 years in business). The results showed that 46 % of the respondents perceive their companies as independent, 65% of them have reasonably autonomous staff in their companies, and 71% support the initiative of their employees in business opportunities. In relation to the criteria examined, we have found out that gender does not play the differencing role in autonomy between men and women. However, entrepreneur´s age and firm´s age do so. 68% of "experienced" companies are statistically more aware of the fact that staff in their company is reasonably autonomous in comparison with the "novice and advanced" companies. Furthermore, "younger" entrepreneurs support the initiative of their employees more (64%) than "older" entrepreneurs.

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“…Taking the right measures and adapting to the environment will condition the businesses' survival (Smallbone et al, 2012;Bamiatzi & Kirchmaier, 2014;Cowling et al, 2014;Martin & Sunley, 2014;Williams & Vorley, 2014) and will contribute to entrepreneurship (Wright & Stigliani, 2013;Davidsson & Gordon, 2015).…”

Section: Literature Reviewmentioning

confidence: 99%

Social economy companies in the times of crises: Entrepreneurship and survival

Llabinés

Crespo

Buil

2018

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Purpose: The work presented in this article is a study of the strategies carried out by social economy companies in times of crisis. This article analyses the financial characteristics of the cooperative companies created in Barcelona during the crisis period [2008][2009][2010][2011][2012][2013]. This study aims to compare the financial characteristics of the cooperative companies analysed with the measures carried out to maintain their profitability in times of crisis. Findings:The cooperative companies created in Barcelona in the period of crisis 2008-2013 have the following features: their debt remains stable with a significant improvement in quality, and they display increases in long-term debt relative to short-term debt. Regarding collection and payment periods, there is an upward trend, but a reduction is confirmed in the last year of the sample. In that year, 2013, there is a trend change in the evolution of most of the analysed economic indicators. This change coincides with improvement in the conjuncture of the capital market and the economic environment in general.Originality/value: To determine the economic and financial characteristics of the cooperative companies created in the period of crisis 2008-2013 with the aim of guiding the social entrepreneurs of the future.

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What really happens to small and medium-sized enterprises in a global economic recession? UK evidence on sales and job dynamics

Cited by 173 publications

References 68 publications

Are the HR responses of small firms different from large firms in times of recession?

Are the HR responses of small firms different from large firms in times of recession?

The Role of Entrepreneur´s Gender, Age and Firm´s Age in Autonomy. The Case Study from the Czech Republic

Social economy companies in the times of crises: Entrepreneurship and survival

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