SME Policy, Academic Research and the Growth of Ignorance, Mythical Concepts, Myths, Assumptions, Rituals and Confusions

By A. Gibb. 2000

385 citations recorded by the source corpus.

Subfields: Management of Technology and Innovation, Organizational Behavior and Human Resource Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/0ff87f10af0dcd3988c3233dced188f0bd660855

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In Management of Technology and Innovation

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Citations in the corpus

Researching small firms and entrepreneurship: Past, present and future (2009, neutral): “Moreover, despite this apparent long level of involvement, an analysis of academic research suggests that the impact on policy has been limited (Curran and Storey 2002; Gibb 2000).”
The ineffectiveness of entrepreneurship policy: is policy formulation to blame? (2014, background): “…then successive governments have introduced a variety of programmes of public intervention at the national and/or regional/local level (training, loan guarantees and finance counselling) with the broad intention of creating an ‘entrepreneurial society’ (Gibb 2000; Blackburn and Smallbone 2011).”
Distinguishing micro-businesses from SMEs: a systematic review of growth constraints (2016, methodology): “Gibb (2000) notes the difficulty of defining the notion of business growth and identifies nine types of growth, including historical growth, businesses with potential, businesses wishing or having the ambition to grow, and businesses actively seeking assistance.”
An evaluation of public support measures for private external consultancies to SMEs in the Walloon Region of Belgium (2005, background): “SMEs that remain stable in terms of turnover, job creation, etc. also know about dynamics, evolution and change (Gibb 2000).”
Myth-busting and entrepreneurship policy: the case of high growth firms (2017, background): “An important scholarly function is to question myths in order to prevent mistakes from being repeated (Gibb 2000; Rehn et al. 2013).”
Coaching the Entrepreneur: Features and Success Factors (2012, background): “This is equally true for the mentoring relationship: Kalbfleisch and Davies (1993) point out that the key success factor in this type of relationship is whether or not the two parties have sufficient communication skills.”
An Empirical Study of Buyer–Supplier Relationships within Small Business Organizations (2012, background): “Practitioners and researchers often assume that purchasing practices that work in large organizations are also appropriate for use in smaller organizations (Gibb 2000).”
How do micro-firms manage coopetition? A study of the wine sector in France (2018, background): “A unique quality of micro-firms is an owner-centred culture (Gibb, 2000; Kelliher and Reinl, 2009), which centres on the person in charge of both operations and strategic decision-making (Schaper et al.”
Factors distinguishing small firm growers and non-growers (2011, background): “These models are of questionable ontological status; most are normative and not evidenced-based (Gibb, 2000: 21).”
Social entrepreneurship in South Africa (2008, background): “Identifying business opportunities and having confidence in personal skills to establish a business may be enhanced through education and training, with evidence suggesting that those with more education are more likely to pursue opportunities for entrepreneurship (high-growth ventures) ( Gibb, 2000”
How culture influences the way entrepreneurs deal with uncertainty in inter-organizational relationships: The case of returnee versus local entrepreneurs in China (2016, background): “As the buyer in this buyer-supplier relationship, entrepreneurial firms normally possess limited resources and constrained bargaining and purchasing power compared to large firms (Gibb, 2000).”
Entrepreneurial and Business Growth and the Quest for a “Comprehensive Theory”: Tilting at Windmills? (2010, background): “We would suggest that this applies to theoretical development also, in the sense of establishing causal connections between variables (Gibb, 2000).”
A Critique of Conventional CSR Theory: An SME Perspective (2004, background): “Table 1: Cultural Differences Between Large and Small Organizations Corporate (seeking to achieve) Small Business (often characterised as) Order Untidy Formal Informal Accountability Trusting Information Personal observation Clear demarcation Overlapping Planning Intuitive Corporate strategy 'tactic”