Much management literature has been devoted to the topic of change in recent years. It has been suggested that we are facing a more dynamic environment than ever before;…
Much management literature has been devoted to the topic of change in recent years. It has been suggested that we are facing a more dynamic environment than ever before; and many authors have suggested new approaches to managing change in organisations. Very little attention, however, has been given to the conceptual frameworks on which organisation members base their attitudes to change and which influence their behaviour in situations of change.
The purpose of this paper is to investigate how social networks evolve as small business enterprises transition across the organizational lifecycle. It aims to give…
The purpose of this paper is to investigate how social networks evolve as small business enterprises transition across the organizational lifecycle. It aims to give attention to how social identities of small business owners impact social networks and whether social networks improve organizational performance in small firms.
A sample of small to medium‐sized enterprise (SME) owners employing less than 500 employees was drawn from the local directory of businesses in two Indian cities. A total of 297 SME owners participated in the study, for a response rate of 85.6 percent.
The findings show that social networks for small businesses change as firms transition from startup to growth and beyond. Personal networks were most important during startup, with other social networks growing in contact frequency and importance over time. The findings also show that small business owners can be classified along network preferences and that social networks lead superior performance.
The study focused on a limited set of performance indices. Future research should assess a wider set of organizational metrics and should investigate granular aspects of transitional networks.
The findings suggest that small business owners cannot adhere to the status quo and must instead be willing to change business practices as their organizations evolve across the organizational lifecycle.
The study provides evidence that small business owners use different types of social networks and that the range and value of the strategic advice that they receive differ as their organization unfolds over time. The research contributes to the literature by showing that social networks and entrepreneurial learning practices are not static, and instead must be viewed in terms of dynamic decision making needs and processes.
The concept of working in groups has typically been applied to different industries and different levels within firms in distinct ways, and for distinct reasons. Table I shows the major types of group working which have been employed most commonly with particular technologies and organisational levels.
There are a number of different theories or models of organisation which can be identified in past and current management literature and teaching, and which have been…
There are a number of different theories or models of organisation which can be identified in past and current management literature and teaching, and which have been analysed, studied and criticised by organisation theorists. Is this just an academic exercise reflecting an obsession with the historical development of Organisation Theory? Or are these different models empirically significant to behaviour in organisations? Do they help to explain things which happen in today's organisations? A research project started in August 1977 aims to find answers to these and related questions.
Less than half a century ago almost the entire population of the United States lived upon food that was home‐grown and home‐prepared. With the exception of a few articles requiring a different climate than our own for their production, such as coffee, tea, sugar, spices, and chocolate, the inhabitants of the country lived exclusively upon food of their own producing, while the dealers of the city were supplied with the products of the neighbouring farms. Provisions of all kinds were supplied in an unprepared condition, and their preservation or preparation for the table was accomplished at the home.
The paper seeks to use the concept of net social capital to help explain the behaviour of a business constellation, a group of entrepreneurial firms in different businesses that cooperate to their mutual benefit.
The paper takes the form of an in‐depth case study of the Canadian Groupement Quebecoise.
The members of the group create and maintain net social capital among themselves in a variety of ways both social and economic and in turn use that net social capital outside the group in dealings with other organisations, profit and non‐profit.
The findings suggest ways in which firms can work with other non‐competing firms.
The concept of net social capital is novel and the study is the first of its kind that investigates such a tightly knit and productive business constellation.
Drawing on research conducted over a number of years in a range of different organisations, how payment systems can be designed and implemented to increase the likelihood…
Drawing on research conducted over a number of years in a range of different organisations, how payment systems can be designed and implemented to increase the likelihood of success is explained. In addition, it is suggested that a participative approach to change can produce beneficial consequences for companies largely because the process of consultation can itself lead to greater understanding and commitment.