| 1. |
- Delmar, F
(author)
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The risk management of the entrepreneur : an economic-psychological perspective
- 1996
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In: Journal of Enterprising Culture. - 0218-4958. ; 02:2, s. 735-751
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Journal article (peer-reviewed)abstract
- The risk management of the entrepreneur is an important factor that can explain the success or failure of a business venture. The problem of risk management is here approached from an economic-psychological perspective. In this study the risk management of entrepreneurs is analyzed. The entrepreneurs are divided into three subgroups; super-entrepreneurs, small business owner-managers, and failed entrepreneurs (who went bankrupt). Some interesting results were found. There seemed to be some differences in how the categories of entrepreneurs manage risk. An entrepreneur's acceptance of uncertainty, ability to manage risk and perception of the situation are discussed. In general, the results indicated the superentrepreneur as risk aversive and highly motivated, and the success of the business as being attributable to this combination. The small business owner-manager preferred control to growth. The failed entrepreneur did not use his or her social network and had no financial buffer for problems.
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| 2. |
- Häckner, Einar, et al.
(author)
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Accounting information systems in SMEs
- 1999
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In: Journal of Enterprising Culture. - 0218-4958. ; 7:1, s. 37-64
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Journal article (peer-reviewed)abstract
- The research questions concern the possible link between Accounting Information Systems (AIS) and profitability in small and medium-sized firms (SMEs). "Instrumental" functions of AIS are compared with profitability for 24SMEs in the Swedish prefab housing industry. Data were collected by extensive, structured interviews with firm CEOs and CFOs. Results are interpreted in the context of the "sense-making process". AIS parts include: budgets, cash management, calculations, accounting and reports. The instrumental functions are evaluated in terms of completeness, complexity, logic, consistency and timeliness. The findings indicate that instrumental features of calculations and reporting do matter and are related to profitability in the business. Well designed features of these parts of an AIS seemed to be necessary but not sufficient prerequisites for profitability. It is suggested that the relationships can be better understood in the light of sense-making aspects. On the basis of the findings a framework of decision models is proposed. The framework is based on two dimensions of a problematic situation: degree of structure and complexity.
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| 3. |
- Klofsten, Magnus, et al.
(author)
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Support of small business firms: entrepreneurs' views of the demand and supply side
- 1996
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In: Journal of Enterprising Culture. - : World Scientific Publishing. - 0218-4958. ; 4:4, s. 417-432
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Journal article (peer-reviewed)abstract
- Like many other countries, Sweden is putting a lot of effort into the development of effective support for small firms. This has resulted in the emergence of a number of programmes intended to increase the number and quality of start-ups and to improve their chances of survival and further growth. In the development of support programmes, it is important to be aware of potential barriers on the demand side (the perceived benefit of taking part in programmes) as well as on the supply side (the support organisation’s ability to develop satisfactory programmes). This paper presents the preliminary results of a survey of 158 technology-based firms in and around Linköping, Sweden. The focus of this research was to study the dynamics of the firm’s participation in the support programmes. The firm’s attitude towards support programmes, how the gap between demand and supply occurs, as well as, how this gap could be bridged to achieve effective support activities was studied. The results showed that the supply-demand gap became apparent when the firm’s situation was compared to its participation in various programmes. The implications of the study are that the support organisations should be focused on the firms’ real needs, that they should facilitate communication between their organisation and the small firm sector and should secure a supply of good programme managers.
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