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Article
Publication date: 1 March 1990

Anthony S. Page and Ralph C. Jones

Fast‐growth companies illustrate, over a short spaceof time, the opportunities, threats, problems andpitfalls of business growth. After carrying out ageneral survey of…

1173

Abstract

Fast‐growth companies illustrate, over a short space of time, the opportunities, threats, problems and pitfalls of business growth. After carrying out a general survey of fast‐growing companies in Britain, the authors carried out an in‐depth study of 30 of them. Organic growth and growth by acquisition were examined, as well as their strategic planning and implementation, their control of operations and their company development. Successful fast‐growth companies were found to be anti‐bureaucratic and task‐focused. The keys to their success were size flexibility and opportunism. The companies studied were bold in their strategy but unsophisticated in developing and implementing strategic plans. The main weakness of the companies was a lack of attention to managing transitions – i.e. controlling the evolution of the company as it grew. These weaknesses were revealed in the worsening business climate of the late 1980s, when many of these star performers of the early 1980s hit major problems.

Details

Management Decision, vol. 28 no. 3
Type: Research Article
ISSN: 0025-1747

Keywords

Article
Publication date: 16 November 2010

Denise L. Fleck

This paper seeks to suggest that the responsible management of the growth process can prevent the organization from becoming “too big to fail”. Moreover, responsibly managing

2697

Abstract

Purpose

This paper seeks to suggest that the responsible management of the growth process can prevent the organization from becoming “too big to fail”. Moreover, responsibly managing growth enhances the organizational propensity to experience healthy longevity.

Design/methodology/approach

Four growth‐related challenges provide the basic framework that organizes the discussion and inspires the main dimensions that make up the responsible management of growth.

Findings

Responsibly managing growth comprises providing responsible responses to the growth challenges. It encompasses nurturing continued value creation; performing responsible risk management; securing value capture for the businesses (profits) and for the organization as a whole (legitimacy); performing systematic scanning of the environment; responsibly reacting to external pressures, preferably in anticipation of upcoming changes; sustaining the firm's integrity, in face of increasing diversity; and equipping the organization with the right amount and variety of skills at the right time.

Practical implications

Management should keep under close scrutiny the growth challenges and develop systematic procedures to check the impact of decisions and actions on the growth challenges.

Originality/value

The paper advances the notion that organizations exhibit a dual nature. Growing organizations can develop a potential ability to renew and self‐perpetuate; but they can also sow the seeds of their own destruction.

Details

Management Decision, vol. 48 no. 10
Type: Research Article
ISSN: 0025-1747

Keywords

Article
Publication date: 1 April 2002

Golnaz Sadri and Hoa Tran

Diversity in the workforce has become a demographic reality across the globe. There has been some debate amongst academics and practitioners over how to deal with employee…

16240

Abstract

Diversity in the workforce has become a demographic reality across the globe. There has been some debate amongst academics and practitioners over how to deal with employee diversity. Many agree that organizations should aim to manage diversity rather than simply value it or rely on affirmative action policies. Proposes that improvements in supervisor‐subordinate communication will assist organizations toward the goal of managing diversity by promoting integration and equality in the workplace. Recommends two strategies for accomplishing better supervisor‐subordinate communication: managing personal growth and mentoring. The former may be implemented successfully in the short term while the latter takes a long‐term focus. Concludes that in order for any managing diversity program to succeed, managers and supervisors need to demonstrate their commitment to the program and to communicate the relevance, importance and benefits of such programs to all employees throughout the organization.

Details

Journal of Management Development, vol. 21 no. 3
Type: Research Article
ISSN: 0262-1711

Keywords

Article
Publication date: 1 March 1989

Robert D. Russell

Managing the process of growth in a successful small business is acritically important task for the entrepreneur. Both the academic andpractitioner press are full of advice to the…

1529

Abstract

Managing the process of growth in a successful small business is a critically important task for the entrepreneur. Both the academic and practitioner press are full of advice to the entrepreneur about how to handle this process. This advice, if accepted, tends to create organisations that are more formal and bureaucratic than the entrepreneurial organisation. Too frequently, the consequence of this bureaucratisation is that the innovative spirit which contributed to much of the success of the entrepreneurial organisation is diminished. It is contended that innovation and the entrepreneurial spirit do not need to be diminished by the transformations necessitated by successful growth. By managing the growing organisation′s culture while institutionalising structural changes, the entrepreneur can maintain the entrepreneurial spirit within the business as well as successfully manage growth.

Details

Journal of Organizational Change Management, vol. 2 no. 3
Type: Research Article
ISSN: 0953-4814

Keywords

Article
Publication date: 1 June 2004

John J. Ballow, Roland Burgman and Michael J. Molnar

When it comes to increasing shareholder value, the management team faces difficult issues in executing growth strategies. The authors explore the three most important shareholder…

3954

Abstract

When it comes to increasing shareholder value, the management team faces difficult issues in executing growth strategies. The authors explore the three most important shareholder value management factors: managing not only for current operations but for future growth; accounting for and managing intangible assets, one of the key drivers of value in today’s economy; and deciding where to invest resources given the inability of current tools to provide a reliable link between investments and the creation of shareholder value.

Details

Journal of Business Strategy, vol. 25 no. 3
Type: Research Article
ISSN: 0275-6668

Keywords

Article
Publication date: 1 December 1999

Lew Perren

This research examines micro‐enterprises pursuing gradual growth. While very little research has been targeted specifically at the growth of micro‐enterprises, there are a host of…

3548

Abstract

This research examines micro‐enterprises pursuing gradual growth. While very little research has been targeted specifically at the growth of micro‐enterprises, there are a host of possible influencing factors suggested by the rather broader small business literature. Less research has attempted to integrate the factors that influence growth of small firms into some form of model. Those models that were found had a number of shortfalls when it came to understanding the development of micro‐enterprises. A framework has been developed through this research that addresses these shortfalls. First, it has targeted specifically gradual growth micro‐enterprises; secondly, it is rigorously under‐pinned through empirical research; thirdly, it attempts to comprehensively cover the range of factors that influence development; fourthly, it focuses on the complex interaction of factors that may influence development. The research findings and implications are presented in two parts. Part 1 develops an empirically verified framework that explains how growth is influenced by a myriad of interacting factors. This leads to a discussion of the policy implications of the framework. Part 2 is presented in the next edition of the Journal of Small Business and Enterprise Development (JSBED) and will explore the managerial implications of the framework. This will provide a diagnostic toolkit to help micro‐enterprise owner‐managers and advisers pursue growth. The paper is derived from research conducted initially for the submission of a PhD thesis at the University of Brighton (Perren, 1996).

Details

Journal of Small Business and Enterprise Development, vol. 6 no. 4
Type: Research Article
ISSN: 1462-6004

Keywords

Article
Publication date: 6 February 2009

Steven J. Stein, Peter Papadogiannis, Jeremy A. Yip and Gill Sitarenios

The purpose of this paper is to examine the emotional intelligence (EI) scores of two high profile executive groups in comparison with the general population. Also the study aims…

10023

Abstract

Purpose

The purpose of this paper is to examine the emotional intelligence (EI) scores of two high profile executive groups in comparison with the general population. Also the study aims to investigate the executive group's EI scores in relation to various organizational outcomes such as net profit, growth management, and employee management and retention.

Design/methodology/approach

The Emotional Quotient Inventory (EQ‐i) was administered to a sample of 186 executives (159 males and 27 females) belonging to one of two executive mentoring associations, the Young Presidents' Organization (YPO) and the Innovators' Alliance (IA). A series of questions relating to pre‐tax operating profits over the past three years, previous year's net profit, and various business challenges were asked of each executive.

Findings

The results showed that top executives differed significantly from the normative population on the EQ‐i in eight of the 15 EQ‐i subscales. Executives who possessed higher levels of empathy, self‐regard, reality testing, and problem solving were more likely to yield high profit‐earning companies, while Total EQ‐i was related to the degree to which a challenge was perceived as being easy with respect to managing growth, managing others, and training and retaining employees.

Practical implications

The findings enable researchers and practitioners to better understand what leadership differences and similarities exist at various organizational levels. These profiles further aid in human resource initiatives such as leadership development and personnel selection.

Originality/value

Despite empirical evidence supporting the relationship between EI and leadership, research with high‐level leadership samples is relatively sparse. The study examines EI in relation to two unique, yet high functioning executive groups, which will enable further exploration into the emotional and psychological structure of these high‐performing groups.

Details

Leadership & Organization Development Journal, vol. 30 no. 1
Type: Research Article
ISSN: 0143-7739

Keywords

Article
Publication date: 1 February 2004

Cathy Benko and Warren McFarlan

Today, all companies are more dependent than ever on projects for growth; that is how innovations begin and are implemented. The problem is deciding, in an uncertain environment…

2184

Abstract

Today, all companies are more dependent than ever on projects for growth; that is how innovations begin and are implemented. The problem is deciding, in an uncertain environment, which projects are truly the high values ones and which ones need to be cancelled. This article offers a project management methodology as a solution. The three key premises: (1) successful management of your business’ project portfolio largely determines its ability to innovate and grow; (2) using an integrated analysis of the projects as a portfolio will better align them to the company’s strategic intent, promote agility to adapt to changing business conditions, redirect resources to higher‐value opportunities, and build improved capabilities; (3) adoption of three innovative practices to change the project management culture will manifest numerous performance improvements.

Details

Strategy & Leadership, vol. 32 no. 1
Type: Research Article
ISSN: 1087-8572

Keywords

Article
Publication date: 1 December 2005

Gary Packham, David Brooksbank, Christopher Miller and Brychan Thomas

This paper proposes that owner‐managers of growth firms are more likely to have developed or acquired managerial practices that facilitate such expansion. The paper, therefore…

1237

Abstract

Purpose

This paper proposes that owner‐managers of growth firms are more likely to have developed or acquired managerial practices that facilitate such expansion. The paper, therefore, examines how growth oriented firms in Wales have adopted management practices to build the necessary entrepreneurial capacity to sustain growth.

Design/methodology/approach

A group interview technique was utilised to examine the management development process in 18 growing firms across the manufacturing, construction sectors.

Findings

The research highlighted that whilst firms argued that the management practices they had implemented were to facilitate further growth, the relative importance of practices such as marketing, financial management and planning varied across sectors. Furthermore, it was apparent that growth firms identified in this study were more inclined to look at the adoption of management practices from a strategic perspective.

Research limitations/implications

The exploratory nature of this study means that it is difficult to generalise these findings outside the boundaries of the adopted research strategy. In addition, links between performance and managerial action are always very difficult to demonstrate conclusively as this process is often dependent on owner‐managers recounting and recognising cause and effect relationships. Nevertheless, the study does strengthen existing academic argument that key management practices outlined in this paper are regularly adopted by growing firms.

Practical implications

The findings will assist policy makers and owner/managers with regard to identifying and understanding why certain management practices engender small business growth.

Originality/value

The paper adds its support to the growing literature which examines the process of management development in small growth firms. Moreover, given Wales' current dearth of growth oriented firms, the paper implies that policy makers should support training and initiatives that develop entrepreneurial and managerial competencies that are industry specific.

Details

Journal of Small Business and Enterprise Development, vol. 12 no. 4
Type: Research Article
ISSN: 1462-6004

Keywords

Content available
Article
Publication date: 24 February 2009

68

Abstract

Details

International Journal of Climate Change Strategies and Management, vol. 1 no. 1
Type: Research Article
ISSN: 1756-8692

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