Objective setting in the micro‐business

By Paul Greenbank. 2001

141 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/5014375852c3fc9ffe0219e6c7eb35aeb175b4e1

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Citations in the corpus

Are Growing SMEs More Market‐Oriented and Brand‐Oriented? (2012, background): “Empirical studies indicate that owner–managers have a diverse set of business goals, many of which do not relate to firm growth and a great part of the owner–managers also state that they have a “no growth” objective (Greenbank 2001).”
Rural Entrepreneurship in Europe: A Research Framework and Agenda (2004, background): “It is really important to note that conventional entrepreneurial aims and measures of business performance sometimes come late in the agenda of entrepreneurial objectives (Greenbank, 2001), since in disadvantaged rural areas establishing a new venture is the only way of providing employment to membe”
Understanding the small business owner: what they really aim at and how this relates to firm performance (2008, background): “Frequently stated goals include satisfactory income, to have job satisfaction and control over business operations (Greenbank, 2001).”
Perception of success and its effect on small firm performance (2007, background): “It has also been suggested that owners of small-businesses have a diverse set of business goals, many of which are non-economic, relating to, for example, job satisfaction and control ( Greenbank, 2001”
Towards a new model of success and performance in SMEs (2012, background): “It is concluded that more flexible definitions of “success” should be adopted and that traditional measures of performance are often inappropriate and misleading and neglect the satisficing behaviour of owner-managers (Greenbank, 2001).”
A contextualisation of entrepreneurship (2006, background): “It represents a multi-dimensional approach that takes into account economic and non-economic determinants of entrepreneurship (Morrison, 2000a; Greenbank, 2001; Pittaway, 2005) including ideology, legitimacy, social mobility and psychological factors (McKay, 2001).”
Distinguishing micro-businesses from SMEs: a systematic review of growth constraints (2016, background): “…of independence, managerial control, employee well-being, crises survival, potential loss of control, and bankruptcy risk, which generate negative attitudes towards growth (Davidsson, 1989; Greenbank, 2001; Wiklund et al., 2003), confirming a tendency of micro-business OMEs to be growth-averse.”