Index

Citation

(2022), "Index", Biginas, K., Sindakis, S., Koumproglou, A., Sarantinos, V. and Wyer, P. (Ed.) Small Business Management and Control of the Uncertain External Environment (Advanced Strategies in Entrepreneurship, Education and Ecology), Emerald Publishing Limited, Leeds, pp. 265-271. https://doi.org/10.1108/978-1-83909-624-220211016

Publisher

:

Emerald Publishing Limited

Copyright © 2022 Emerald Publishing Limited

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INDEX

Note: Page numbers followed by “n” indicate notes.

Action planning to improve employee engagement

, 166–169

‘America’s STEM Crisis Threatens Our National Security’

, 118

Analytical processes

, 22–23

AON Hewitt model

, 160

IES studies framework

, 161–162

measurement of employee engagement

, 162

qualitative

, 163

quantitative

, 163

Appreciative Inquiry (AI)

, 162

Associate

, 124

Athens Stock Exchange (ATHEX)

, 249

‘Black box’ of small business strategic development process

, 41

needs

, 41

organisational and managerial action

, 42–53

transcend superficial ‘black box’ understanding

, 41–42

Bootstrapping process

, 22–24

Brazil, Russia, India, China and South Africa (BRICS)

, 100, 106

countries

, 101

and impact on global economies

, 104–105

Brexit

, 137–138, 180

economics after

, 185–188

impact on London’s financial centre

, 103–104

leading to changes in rules and regulations of business conduction

, 186

literature review

, 182–185

movement

, 186

and small business

, 143–146

on UK SMEs

, 184–185

‘Bridging the Digital Gender Divide’ report

, 119

Building on IT Strengths Incubator program (BITS Incubator program)

, 212

Bureaucracy

, 166, 246, 249, 255

Burnout

, 154, 168

Business environments

, 2–3, 80, 114, 222, 255

ambiguity and uncertainty

, 171

contemporary

, 39

drivers of change in

, 102–106

Greek

, 235, 247

Businesses engage in bridging STEM skills gap

, 121–122

‘Charting a Course for Success: America’s Strategy for STEM Education’ report

, 118

CHESS INC.

, 159

Cloud-based learning

, 131

Cognitive process

, 27

Collaboration

across businesses

, 123–126

leveraging strategic resource through

, 51–52

Companies Act (2006)

, 140

Competence transfer

, 128–131

Computer science (CS)

, 121

Contextualisation

, 23

elements

, 72

integral

, 77

‘Cracking the code: Girls’ and women’s education in STEM’

, 119

Creativity

, 47–48, 62, 87, 90, 120, 156, 261

in building distinguishing competitive posture

, 50

in distribution channel mix

, 50

to innovative development

, 50

owner manager

, 48, 48–49

in product development

, 50

Cultural process

, 27

Data collection

, 23–24, 163

Demographics

, 101, 102, 104

Demography

, 102

Deregulation of markets

, 102

Diffusion of Innovation Theory

, 216

Digital Competence Transfer Program

, 130

Digital entrepreneurship transformation

, 64–65

Digital Literacy

, 130

Digital revolution

, 113

Digital skills

, 115–116, 128–130

Dual Study program

, 127

Earnings per share (EPS)

, 156

Edelman Trust Barometer Spring Update (2020)

, 102

Education/training

, 255

EIF SME Access to Finance index (ESAF index), 242n11

Electronic business (e-business)

, 64

adopting E-business among SMEs in United Kingdom

, 214–216

adoption

, 216–220

adoption barriers

, 222–223

benefits of E-business to small businesses

, 220–222

literature review

, 214–223

strategy

, 213

Electronic data interchange (EDI)

, 213

Electronic funds transfer (EFT)

, 213

Employability skills

, 126–127

Employee engagement

action planning to improving employee engagement

, 166–169

AON Hewitt model

, 160–163

benefits

, 158–159

drivers

, 159–160

enablers of employee engagement for small and medium businesses

, 164–166

evaluation of action plan and further improvements

, 169

HRM constructs

, 154–155

recommendations to small businesses

, 169–171

sample survey to measuring

, 175–177

and significance for small business

, 152–153

theoretical background

, 153–154

Employee voice

, 153, 159–160, 165, 170

Enablers

, 70, 152–153, 166

comparative scores

, 165

of employee engagement for small and medium businesses

, 164–166

model

, 159–160

Engagement

, 151, 152–153

IES framework of

, 161

strategy

, 168

talent engagement and retention

, 131–133

Engaging for Success report

, 158

Enterprise as open system

, 42–43

‘EntreComp’

, 129

Entrepreneurial learning

, 15, 38, 46, 264

activities

, 46

distinctive

, 46

forms

, 55

modes

, 45, 46

Entrepreneurship

, 2, 181–182, 262

academic perspective

, 263

education

, 129

and innovation

, 255

knowledge bases

, 264

research in

, 60

small business practice perspective

, 263–264

specialist

, 3

Environmental context

, 219–220

Epistemological bootstrapping process

, 22

ETEAN (see Hellenic Development Bank (HDB))

Eurobond market

, 103

European Digital Single Market Strategy

, 126

‘European Qualifications Framework for Lifelong Learning’, The

, 116

European Region Action Scheme for the Mobility of University Students Program (Erasmus Program)

, 116

European Schoolnet

, 121

European Union (EU)

, 4, 86, 121, 180, 182, 215, 231

bloc

, 137

in collaboration

, 114

Eurostat

, 119, 231

Fabric printing machinery

, 29

Female representation in small businesses careers

, 119–121

Finance

, 3, 8, 18, 86, 114, 123, 185

access to

, 234, 237

of Greek SMEs

, 230

institutional

, 18

sources

, 238, 246

Financial distress

, 233

Financial measures

, 4

Financing SME

alternative sources of finance

, 243–252

case of Greece

, 233–243

mapping small businesses

, 230–233

other issues affecting Greek SMEs

, 252–255

Firms

, 1, 6, 8–9, 18–19, 23–28, 113–114, 124, 141, 144, 166, 182

Fortnightly timeframe

, 51

Fractured-in-context analysis

, 23

Franchising

, 73

Gender equality

, 120

lack of

, 197, 205–206

Girls’Day

, 122

Global innovation strategy

, 100

Globalisation

, 2, 90, 232

aegis

, 78

contours

, 73

proponents

, 70

Governments

, 100, 115–116, 123–126, 130, 212

‘employers’ federations

, 124

national and local

, 2

responsibility

, 103

Greek SMEs, 231, 241–242, 245 (see also Japanese SMEs)

current stage

, 241

early stage

, 238–239

financial crisis and SMEs problems

, 233–243

middle stage

, 239–242

other issues affecting

, 252–255

Gross domestic product (GDP)

, 86, 101, 182

Group decision-making

, 197–198, 205

Guiding lenses for academia and practice

, 260–262

Hanko

, 201

HansenGlass

, 158

Hellenic Development Bank (HDB)

, 245, 249

High-tech skills-industry

, 114

Higher education institutions (HEIs)

, 70, 126–127

Hoxton Beach

, 48, 49–50

Human resource (HR)

, 87

in addressing talent gap and skill shortages

, 126–133

considerations

, 141

departments

, 205

managers of small businesses

, 112

practices and systems

, 87

resources

, 190

training programs

, 255

Human resource management (HRM)

, 143–146, 186–187

Brexit consequences on business and management, economics, rules and regulations

, 187–188

consequences

, 188–191

constructs

, 154–155

helping to control environment of small businesses

, 186–187

In-depth electronic phenomena

, 212

Information and communication technologies (ICT)

, 119, 213

Information technology (IT)

, 65, 211, 214

Innovation

, 3, 5–6, 47–48, 88, 92, 113–114, 123, 219, 255

benefit of employee engagement

, 156

through knowledge sharing

, 123–126

of small businesses

, 6

source

, 99

strategies

, 115

streams

, 50

Institute of Employment (IES)

, 154

studies framework

, 161–163

Integrity

, 160, 165, 170

Interdisciplinary perspective

, 259–260

International workforce

, 198, 202–203

Japanese SMEs

, 198

group decision-making

, 205

international workforce

, 202–203

Kaizen

, 201–202

lack of gender equality

, 205–206

lifetime employment

, 199–200

nomunication

, 204

owners

, 198

recruitment practices

, 204–205

seniority systems

, 200–201

unionisation

, 203–204

Kaizen

, 198, 201–202

Kelly’s theory

, 20–21

‘Knowledge Base’ partner

, 124

Knowledge sharing

, 111

trust and

, 146

value and innovation through

, 123–126

Knowledge Transfer Partnerships (KTPs)

, 124

Large businesses

, 8, 153

Leaders

, 85–86, 89–91, 165–166, 186, 216

business

, 39

effective

, 87, 91

small enterprise

, 45

small businesses

, 88

transactional

, 92

transformational

, 92

women

, 121

Leadership

, 63, 85–86

approach

, 45

passive avoidant

, 93

small businesses

, 86–91

style

, 91–93

transactional

, 92

transformational

, 92

Learning, 9, 30–31, 40, 45, 130 (see also Entrepreneurial learning)

dialogues

, 29

organisation

, 183

process

, 26–27

Lifetime employment

, 199–200

London’s financial centre, Brexit impact on

, 103–104

Madogiwazoku

, 200

Managers

, 159, 161–162

Market(ing)

within day to day activities

, 53

and orientation as driver of growth

, 52–53

Markets in Financial Instruments Directive (MiFID)

, 103

Mass migration

, 101–102, 105–106

Micro-level detail of small business strategic management

, 28, 38

‘black box’ of small business strategic development process

, 41–53

contemporary external operating environment

, 38–40

new normal of covid-19

, 38–39

using theory to interpret small business practice

, 39–40

Microlearning

, 131

Microsoft

and initiatives

, 121–122

partnership

, 121

study

, 121

Monthly timeframe

, 50

Multi-dimensional perspectives of strategy formation process within small businesses

, 24–28

Multi-disciplinary perspective

, 259–260

National Center for Women & Information Technology (NCWIT)

, 121

National Strategic Reference Framework (NSRF)

, 238

National Technology Online program

, 212

New venture creation with strong entrepreneurial vision

, 60–62

Nomunication

, 204

Non-governmental organisations

, 102

‘Open University Business Barometer’, The

, 131

Organisation for Economic Co-operation and Development (OECD)

, 5, 112

Organisational citizenship behaviour (OCB)

, 155

Organisational/organisations

, 86

commitment

, 155

context

, 219

culture

, 88–89

Owner managers

, 33, 55

pivotal and hub-spoke position of

, 43–44

recognition

, 46

in smaller firms

, 141

Partnering

, 123

with vocational schools and higher education institutions

, 126–127

Passive-avoidant leaders

, 93

Passporting

, 103

EU principle of ‘passporting’ rights

, 103–104

People and the Bottom Line

, 157

Personal construct theory (PCT)

, 17, 20, 38, 260

guiding parameters

, 21

messages

, 21

using theory to interpret small business practice

, 39–40

utilisation

, 47–48

Personal discipline

, 201

Personalisation

, 135

Planning

, 16

in business organisations

, 18–20

forms

, 16–17

Political process

, 27

Positioning process

, 27

Post-Brexit, 182, 186, 188 (see also Brexit)

Private participation

, 249

Psychological

availability

, 154

meaningfulness

, 153

safety

, 154

Public policy

, 10

Public trust and confidence in businesses and markets

, 102–103

Quality assurance issues in TNE

, 75–78

Re-contextualisation

, 23–24

Recruitment practices

, 204–205

‘Reimagining HR for 2025’

, 130

Requalification program

, 130

‘Ringi’ system

, 205

School-work alternation

, 127–128

Science, technology, engineering and mathematics (STEM)

, 115

‘Alliance High Level Event’

, 119

businesses engage in bridging stem skills gap

, 121–122

education

, 117–119

jobs

, 120

skills

, 115

teaching

, 122

Seniority systems

, 197, 200–201

Short-term planning

, 19, 48–49

Small and medium enterprises (SMEs)

, 3152–153, 156, 166, 234

Small business(es), 1–5, 8–9, 11, 181 (see also Electronic business (e-business))

and economy

, 10

and management

, 182–183

and TNE

, 78–80

as set of relationships

, 45

benefits of E-business to SMEs

, 220–222

benefits of employee engagement to

, 155–157

Brexit and

, 143–146

business size criteria across jurisdictions

, 4

case study research approach

, 22–24

contemporary markets

, 106–107

digital inclusion and skills development

, 115–126

drivers of change in business environment

, 102–106

employee engagement and

, 153–154

enablers of employee engagement for

, 164–166

environments

, 7–8

European small business criteria

, 5

findings of empirical study

, 24–28

future implications

, 101–102

HR in addressing talent gap and skill shortages

, 126–133

in digital era

, 113–114

in global business arena

, 112–113

indicative critical strategic development incident

, 28–31

issues

, 11

leadership within

, 87–93

management style and people issues

, 138–143

micro-level detail within small business strategy development processes

, 28–31

planning in business organisations

, 18–20

public policy

, 10

recommendations to

, 169–171

research methodology for enhancing micro-level understanding of

, 20–24

seeking success of SMEs through breakdowns

, 183–185

significance

, 5–6

strategic agility and leadership

, 63–64

strategic management

, 17

theoretical foundations

, 20–21

to increase competences and expertise to meet business goals

, 114–115

Smash Strategies

, 120

Social identity theory

, 61

Social systems

, 59, 182

Soft skills

, 129

Staff training and development as investment

, 46–47

Start-ups

, 59

new venture creation with a strong entrepreneurial vision

, 60–62

small business strategic agility and leadership

, 63–64

Strategic learning activity

, 30

Strategic management within day to day activities

, 53

Strategic narrative

, 153, 159, 165

Strategic planning

, 17–20, 179, 211

‘Strategy for Small Businesses’

, 114

‘Study International’

, 119

Talent engagement and retention, total reward and recognition strategy for

, 131–133

Taxation

, 252

Taxonomy

, 18

Team

, 90

leadership and motivation

, 63

team-based tasks

, 202

Teamwork

, 201

Technological context

, 218–219

Technology Acceptance Model, The

, 216

Technology–Organisation–Environment framework (TOE framework)

, 213, 216, 218–219

Theory of Planned Behaviour, The

, 216

Theory Reasoned Action, The

, 216

Timeframes

, 48–49

Total reward and recognition strategy for talent engagement and retention

, 131–133

Traditional strategic planning

, 64

‘Training without Borders’ program

, 117

Transactional leadership

, 92

Transformational leadership

, 92

Transnational educational partnerships (TNE partnerships)

, 70

key themes

, 70–75

quality assurance issues in TNE

, 75–78

small businesses and

, 78–80

Trust

, 30, 45, 52, 89, 99

lack of

, 102, 240

public

, 102–103

Trustworthiness

, 52

Unionisation

, 203–204

United Kingdom

, 4–5, 180, 215–216

adopting E-business among SMEs in

, 214–216

adoption of e-business in

, 216–220

economy context

, 16

Upskilling for future

, 128–131

US Small Business Administration (SBA)

, 3–4

Value through knowledge sharing

, 123–126

Venture capital in Greece

, 245

Visionary process

, 26

Vocational education and training (VET)

, 116

Wales Information Society (WIS)

, 212

Weekly timeframe

, 51

Workforce

nature of

, 89–91

valuing-adding management of

, 44–45

Work–life balance (WLB)

, 89

World Trade Organisation (WTO)

, 5

Yearly timeframe

, 50