Employee Training in SMEs: Effect of Size and Firm Type—Family and Nonfamily

By Bernice Kotey, Cathleen Folker. 2007

373 citations recorded by the source corpus.

Subfields: Management of Technology and Innovation, Organizational Behavior and Human Resource Management, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/2593d0b3167c5cff9ce66a8413e2e208ef1782d6

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Management of Technology and Innovation

In Organizational Behavior and Human Resource Management

In Sociology and Political Science

Citations in the corpus

Ownership concentration and product innovation in Chinese private SMEs (2012, neutral): “These result from the fact that family-owned firms typically lack transparency due to a lack of developed management and monitoring systems (De Kok, Uhlaner, & Thurik, 2006; Kotey & Folker, 2007).”
Human Resource Development in SMEs: A Systematic Review of the Literature (2016, neutral): “Studies highlighted the inverse relationship between firm size and formal HRD provision (Hoque and Bacon, 2008; Kotey and Folker, 2007), coupled with a lack of willingness to invest time and money in such activity (Castany, 2010; Thassanabanjong et al.”
Formal Development Opportunities and Withdrawal Behaviors by Employees in Small and Medium‐Sized Enterprises (2010, background): “…in light of recent suggestions that neglect of formal HR practices might well hinder progress toward sustainable competitive advantage in SMEs (Kotey and Folker 2007) and studies highlighting putative associations between the provision of formal training and development initiatives and a…”
Comparing Innovation Capability of Small and Medium‐Sized Enterprises: Examining the Effects of Organizational Culture and Empowerment (2010, background): “Firm size affects the endowment of important inputs for the innovation process, such as money, facilities, and human resource management practices (Kotey and Folker 2007; Rogers 2004; Capon et al. 1992).”
Does Size Matter? The Moderating Effects of Firm Size on the Employment of Nonfamily Managers in Privately Held Family SMEs (2016, background): “This may alter how other characteristics, such as family ownership and succession intentions, influence important decisions regarding firm strategy and governance, including those pertaining to hiring nonfamily managers (Kotey & Folker, 2007).”
DETERMINANTS OF SMALL AND MEDIUM SIZED FAST GROWING ENTERPRISES IN CENTRAL AND EASTERN EUROPE: A PANEL DATA ANALYSIS (2010, background): “For example, Kotey and Folker (2007) examine the main and interaction effects of size and firm type on a variety of informal and formal training programs in Australian SMEs.”
Are Family Firms Good Employers (2017, background): “Data about employees’ job satisfaction, commitment, citizenship behavior, teamwork, and performance appraisal, might also be required to more c mpletely test the theories’ claims (Carlson, Upton, & Seaman, 2006; Kotey & Folker, 2007).”
Family Firm Types Based on the Professionalization Construct (2013, background): “Besides these financial control systems, authors such as de Kok et al. (2006), Dyer (2006), Kopriva and Bernik (2009), and Kotey and Folker (2007) recently started dwelling on the importance of personnel controls, especially within a family business context where problems relating to familial…”
How do micro-firms manage coopetition? A study of the wine sector in France (2018, background): “Human resource management practices, development and training are mostly informal (Kotey and Folker, 2007; Kotey and Slade, 2005).”
Economic resilience in Great Britain: the crisis impact and its determining factors for local authority districts (2016, background): “This outcome could be viewed in terms of a potential self-selection bias, since companies that engage in employee training tend to be larger in size (Kotey and Folker 2007) and potentially less flexible at times of adversity.”