Search results

1 – 10 of 228
Article
Publication date: 1 March 2002

Graham Beaver and Christopher Prince

This paper takes a critical examination of the process and management of innovation and the attainment of competitive advantage in the emerging enterprise. The ingredients for the…

8739

Abstract

This paper takes a critical examination of the process and management of innovation and the attainment of competitive advantage in the emerging enterprise. The ingredients for the successful management of innovation are explored using two case illustrations of companies that have attained profitable and sustainable business development against the odds in the pharmaceutical and fibre‐optics industries.

Details

Journal of Small Business and Enterprise Development, vol. 9 no. 1
Type: Research Article
ISSN: 1462-6004

Keywords

Content available
Article
Publication date: 27 March 2007

Graham Beaver

312

Abstract

Details

Strategic Direction, vol. 23 no. 4
Type: Research Article
ISSN: 0258-0543

Keywords

Content available
Article
Publication date: 22 May 2007

350

Abstract

Details

Business Strategy Series, vol. 8 no. 4
Type: Research Article
ISSN: 1751-5637

Article
Publication date: 1 January 1996

Graham Beaver and Mike Murphy

The case study is presented of a small enterprise operating in the furniture industry in the East Midlands. To preserve business confidentiality the name of the company has been…

Abstract

The case study is presented of a small enterprise operating in the furniture industry in the East Midlands. To preserve business confidentiality the name of the company has been changed and sensitive financial information has been omitted at the company's request. The case study is designed to illustrate the operating context of the business and its relationship with the business support infrastructure. It is not an illustration of either good or bad management practice.

Details

Journal of Small Business and Enterprise Development, vol. 3 no. 1
Type: Research Article
ISSN: 1462-6004

Article
Publication date: 1 April 1999

Graham Beaver

This paper examines the fundamental strategic issues of positioning and governance and their effect on the fortunes of the high street giant, Marks & Spencer, as it attempts to…

2642

Abstract

This paper examines the fundamental strategic issues of positioning and governance and their effect on the fortunes of the high street giant, Marks & Spencer, as it attempts to repair the damage caused to its performance and reputation following the events of the last year.

Details

Journal of Communication Management, vol. 4 no. 2
Type: Research Article
ISSN: 1363-254X

Article
Publication date: 1 March 2004

Graham Beaver and Christopher Prince

This paper first considers the role and characteristics of the small firm and its collective, the small business sector. A brief examination of the small firm discourse and…

8771

Abstract

This paper first considers the role and characteristics of the small firm and its collective, the small business sector. A brief examination of the small firm discourse and research agenda is provided. The following section undertakes a critical examination of the small firm management context. A critical appraisal of the strategic management approach suggests that strategic activity in the small firm sector is much more informal, intuitive and invisible than has been previously suggested by design school advocates. The final part of the paper considers the role and development of policy and its effects on the survival, growth and performance of small firms.

Details

Journal of Small Business and Enterprise Development, vol. 11 no. 1
Type: Research Article
ISSN: 1462-6004

Keywords

Article
Publication date: 1 October 2005

Graham Beaver and Kate Hutchings

The purpose of this paper is to examine the importance of strategic human resource development (HRD) in small and medium‐sized enterprises (SMEs) with specific reference to key…

13226

Abstract

Purpose

The purpose of this paper is to examine the importance of strategic human resource development (HRD) in small and medium‐sized enterprises (SMEs) with specific reference to key issues around training, development and education as well as an emerging issue of significance, age diversity management.

Design/methodology/approach

The approach undertaken in the paper is to draw upon relevant literature and research as well as the authors' own analysis of the relationship between strategic human resource management (SHRM), HRD and SMEs based on prior research.

Findings

The findings of the research and analysis is that SMEs which take a strategic approach to training and development of their human resources will profit not only from a competitive position in their marketplace but also be well placed to adjust to changing and often uncertain external influences on the business environment presented to organisations in the twenty‐first century.

Practical implications

It is envisaged that SMEs should make changes to their current practices and adopt a more strategic approach to the development of their people based on the practical implications outlined within the paper as to how organisations can implement HRD practices linked to broader corporate strategy.

Originality/value

The paper adds value in broadening the existing focus of SHRM and HRD on large corporations to engendering the need to also develop good HRD practices within emerging and growing SMEs and recognising the important role that they can play in developing an age diverse workforce.

Details

Education + Training, vol. 47 no. 8/9
Type: Research Article
ISSN: 0040-0912

Keywords

Article
Publication date: 22 May 2007

Graham Beaver, Adrian Davies and Paul Joyce

This paper critically reviews the role and function of the corporate board and finds that boards of directors that have a leadership role in corporate strategic planning go beyond…

2348

Abstract

Purpose

This paper critically reviews the role and function of the corporate board and finds that boards of directors that have a leadership role in corporate strategic planning go beyond merely caring for shareholder interests and take a proactive role in the success of the business. They do this by setting the strategic direction and evaluating company performance.Findings

However, the cultural and organisational conditions for the development of leadership boards are not well understood. The roles of executive and non‐executive directors need to be clearly defined in order that such boards can be effective and assert control over strategy and performance. Executive directors can only be effective when they clearly differentiate their role of providing direction from their daily role of working with managers in the company.Research limitations/implications

Recent research has begun to push back the ignorance surrounding the development of leadership boards. This is examined in order to define the barriers standing in the way of more empowered directors. It is then used to identify the actions and approaches that can be used by directors to develop their involvement in and influence over, corporate strategic planning.Originality/valueThe paper contains a critical discussion of boards that places the issue in their contemporary policy context. This leads to the conclusion that the organisation of partnership between board and management is important and that business success increasingly rests on openness and trust supported by creative and challenging dialogue. Practical suggestions for the revision of company law are provided.

Details

Business Strategy Series, vol. 8 no. 4
Type: Research Article
ISSN: 1751-5637

Keywords

Article
Publication date: 9 January 2007

Graham Beaver

This paper seeks to examine business strategy from the small firm and enterprise development perspective. It aims to advocate the value of a well‐considered strategy for the

5637

Abstract

Purpose

This paper seeks to examine business strategy from the small firm and enterprise development perspective. It aims to advocate the value of a well‐considered strategy for the venture for superior business performance and consider the ways in which entrepreneurs can devise, control and communicate strategy.

Design/methodology/approach

Strategic thinking and planning are strongly related to small business financial performance. This is confirmed by the research reported here, that showed quite conclusively that strategic thinking is an essential ingredient in enterprise survival, performance and growth. The original research on which this paper is based, had as its central objective to investigate the nature, style, value and development of strategic management in a sample of 87 small businesses in six industry sectors based in the UK Midlands.

Findings

A central finding was that the principal value of strategic planning to those firms that practiced and valued it, was that they had a framework for their assessments of overall performance.

Research limitations/implications

Semi‐structured interviews were undertaken which included questions about the current fortunes, management attitudes and market position of the business. Specifically, the interviews aimed to find out: How the firm had dealt with any economic downturn: Problems arising from market changes: What major decisions were taken as a result of the problems and opportunities that surfaced: The level of satisfaction and confidence with the decisions taken and their outcomes and the value and contribution of strategic management.

Practical implications

Those small firms that have survived, prospered and grown, exhibited most or all of the following characteristics: They had a firm grip on their finances. They examined business forecasts carefully and returned to the original business plan to check principal assumptions made about sales volume and cash flow. They reduced the money that debtors owed by implementing an effective credit management system and/or used factoring. Many had a pricing plan and took a strategic view when setting price.

Originality/value

Strategy in the small firms that are referred to here is enacted in a highly personalised manner and is strongly influenced by the actions, abilities, personality and success criteria of the key role players. The successful firms examined here are adopting a more imaginative and strategic approach to risk.

Details

Journal of Business Strategy, vol. 28 no. 1
Type: Research Article
ISSN: 0275-6668

Keywords

Article
Publication date: 1 March 2005

Graham Beaver and Peter Jennings

To show that the inability to adapt to a series of crises caused by business development is one of the principal causes of failure for all organisations and that one of the…

9411

Abstract

Purpose

To show that the inability to adapt to a series of crises caused by business development is one of the principal causes of failure for all organisations and that one of the primary components in small business success must be the managerial competence of the principal actors, inevitably the owner‐manager.

Design/methodology/approach

This paper examines the divergence between the prescribed and assumed models of entrepreneurial behaviour provided by contemporary management theorists and the real, observed and reported behaviour of small business practitioners and owner‐managers. It reports on case study examples and highlights the dichotomy between expected and actual behaviour in typical management situations.

Findings

The paper suggests that the almost egotistical attitude displayed by many entrepreneurs, constitutes an abuse of the trust and the power placed in the hands of small business owner‐managers and that in extreme instances, the abuse of entrepreneurial power may lead directly to the failure of the small firm.

Originality/value

Many surveys of small business failure and sub‐optimal performance often suggest situational and operational causes and explanations. This paper offers a different perspective for future research because the cause may be seen to lie with the apparently non‐rational behaviour of the entrepreneur or owner‐manager who does not adhere to the “rules” and expectations of classical management theory.

Details

Journal of Small Business and Enterprise Development, vol. 12 no. 1
Type: Research Article
ISSN: 1462-6004

Keywords

1 – 10 of 228