Tool box for managers: Lessons from New Zealand small businesses

Abstract

Purpose: To ascertain small business (SB) managers’ perspectives on their educational and support needs for their managerial tool box. Design/Methodology/Approach: Semi‐structured face‐to‐face interviews were conducted in New Zealand, with 19 SB managers to ascertain their perspectives about business learning opportunities. Data analysis was conducted using thematic analysis. Findings: Four skills for small business learning were identified: basic (day‐to‐day management skills), coping (time management and priority setting skills), psychological (emotional/social skills) and networking skills. Value of the paper: A model with three phases and three parallel streams of learning was developed that has potential to enhance survival rates of SBs. Further, the psychological aspects of being a SB manager are highlighted. Research limitations/implications: Feelings and emotions may be more significant than capabilities. Practical implications: The pedagogic practices should be accepting, affirming and confirming, to provide social/emotional and psychological support to SB managers.

Citation

Helen Samujh, R. and El‐Kafafi, S. (2010), "Tool box for managers: Lessons from New Zealand small businesses", World Journal of Entrepreneurship, Management and Sustainable Development, Vol. 6 No. 1/2, pp. 77-87. https://doi.org/10.1108/20425961201000007