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Given that staff‐management relationships are a core concern for communication management, upward feedback is emerging as a key theme in the literature. It is, however, most often associated with upward appraisal. This study looks at upward feedback in a more general sense, and in particular at whether such feedback is critical or positive in its response to senior management decisions. One hundred and forty‐six staff within a health care organisation (HCO) were surveyed, using a depth communication audit instrument. Fifteen staff were also interviewed in detail, and six focus groups each composed of six people were also convened. The results indicated that informal upward feedback was mostly absent; that where it occurred the feedback was inaccurately positive; that senior managers were unaware of such distortions and unwilling to contemplate the possibility that they did indeed exist; that they had an exaggerated impression of how much upward feedback they received; and that they discouraged the transmission of critical feedback. The implications for the practice of communication management, the development of upward influence within organisations and general theoretical reasons for distortions in feedback processes are considered.

This chapter examines organisational change processes that occur when accountability demands from powerful external stakeholders change. It investigates, firstly, whether these external accountability demands impact on the performance management systems of two different types of organisations. Secondly, it considers whether the goals for improved performance contained within the external accountability demands are realised. The chapter derives its primary insights from analysing in-depth interviews with managers working in a private sector company and in public sector organisations. The analyses reveal complex organisational responses. In the public sector case study, the organisations tended to reorient their performance management systems towards the external accountability demands; whilst in the private sector organisation, pressures from falling share prices forced managers to focus their decision making on the preferred performance measures contained in shareholders’ accountability demands. However, whilst there is some evidence of performance management system changes, the desires for improved performance subsumed by the external accountability demands are not necessarily realised through the performance management system changes.

Uses a large sample survey of businesses to demonstrate that a critical mass threshold exists for their use of business support organization services. This critical mass threshold is very marked for the two organizations examined: British case studies of chambers of commerce and government‐supported business training and advice bodies. Beyond this threshold, managers of chambers of commerce can achieve nonlinear returns to scale, while returns to scale for government‐supported bodies are almost exactly linear. Infers that this results from the very different motives of commercially based chambers and their members, compared to government‐supported bodies, which allow the benefits of service bundling for chambers while managers of government bodies have to deal with multiple discrete programmes offering few synergies. Also examines the effects of external economies of agglomeration and shows that these increase market penetration and hence reduce the catchment sizes necessary to reach critical mass only in the case of the most agglomerated urban and industrial centres.

The purpose of this paper is to utilise a sample of 384 small and medium-sized enterprises (SMEs) who applied for external finance in the Beijing area of China to investigate the characteristics of firms against: the amount of external finance sought, the amount received, and the proportion of external finance which was received from the sought finance.

The authors use a survey of SMEs in Beijing, China, undertaken between July and December 2007 where a response rate of 37.67 per cent was obtained. The survey was translated from English to Chinese, and then back translated from Chinese to English by academics with input from businesses. The sample of 384 firms is robust.

Overall, there is little evidence in the sample of Chinese SMEs that innovative firms face discrimination from providers of credit. However, where innovation is measured by inputs (specifically R & D), providers of credit appear less comfortable. Three other factors were more important and were statistically significant at the 5 per cent level. For example, exporters were less likely to receive a greater proportion of their sought finance; and manufacturing firms were more likely than service sector firms, and limited liability companies were more likely than extended sole proprietorship firms to obtain a greater proportion of the external finance which they sought.

The sample for the research is from Beijing. Researchers may extent and role out the research to other parts of China.

Practically, the authors explore variations in firm-level characteristics by: the amount of external finance sought, the amount of external finance received, and the ratio of “sought” to “received” external finance. In this way, the research questions are concerned with understanding which “types” of firms seek most bank finance, and which are most successful. This information is of benefit to SMEs, policy makers and those who work in the finance industry.

Access to finance is a cause of stress and anxiety to many SMEs. A greater understanding of the accessing of finance in Beijing China will allow entrepreneurs to be better placed to reflect upon their businesses and their suitability to pursue finance. This can help the economic and social well-being of entrepreneurs and their employees.

There are comparatively few large scale surveys which have been undertaken of access to finance by SMEs in China, and within this field there is very little research which has been undertaken to look at innovators and non-innovators. The results allow us to have a better understanding of how much finance SMEs in Beijing are seeking, obtaining, and the proportion of finance received from that sought, and the extent to which innovation and other business and owner-manager characteristics are influential.

This paper is aimed at association managers and market advisors. It explores how associations balance their provision of different services, the potential for associations to provide new services, and the relevance of service “bundling”. A new survey of small firm use of associations in Britain shows that there are few differences between businesses by sector in their use of association services, but membership does significantly increase with firm size, and there is a pattern of “joiners” who belong to many associations, and “non‐joiners”. There is considerable evidence of the benefits of bundling a range of low‐cost, low‐intensity services. But actual use levels of services are low. Even joiners of many associations seem to use association membership chiefly as an insurance principle: to gain ready access to a range of services “just in case”. Analysis of the potential for new services suggests a few potential new specific niches that are related chiefly to strengthening existing service bundles emphasising the insurance principle.

The primary objective of this article is to explore what senior managers think they should be doing to improve communication in their organization, what they actually do in communication terms, and the high work load which senior managers undertake.

This understanding is advanced by using the results of a communication audit which was conducted in a major European health‐care organization (HCO) undergoing significant internal re‐organization. A communication audit can be defined as: “a comprehensive and thorough study of communication philosophy, concepts, structure, flow and practice within an organisation”. It assists managers by “providing an objective picture of what is happening compared with what senior executives think (or have been told) is happening”.

First, senior managers who over‐work are even less likely to have the time for reflection, followed by behaviour change. Second, the absence of adequate upward communication may blind managers to the full nature of their problems, which in turn guides the search for solutions.

Clearly there is a need to examine other types of organizations to establish the universality of the communication issues and problems that were found in a large HCO in Europe, using both quantitative and qualitative methodologies.

The data suggest that attempting to cover up communication weaknesses by managers working even longer hours only has the effect of further disempowering people, and so accentuating rather than alleviating the underlying difficulty.

The article has value to fellow academics and managers in practice and contributes to the debate on upward communication and the workload of managers.

This study investigates the impact of socioemotional wealth (SEW) on family firm entrepreneurial orientation (EO) in Saudi Arabia, and the moderating effect of generational involvement on this relationship. Our data set comprises 241 privately, wholly owned family firms. We examine EO as a strategic orientation expressed in terms of both firm behavior and how managers approach risk-taking attitudinally. Our study finds that SEW is positively related to firms’ entrepreneurial behavior, but not managerial attitudes toward risk-taking. However, the positive effects of SEW on firms’ entrepreneurial behavior diminish as the number of generations involved in the family business increases. The broader implications for enabling entrepreneurship within Arab transforming economies adhering to strong cultural tribalistic norms are discussed.

This paper aims to understand the factors associated with perceptions of venture capital as a barrier to innovation in an important subset of knowledge-intensive service firms – technology-based business services. A general and longstanding neglect of services in studies of innovation and a common focus of innovation studies on the availability of, and demand for, risk capital has been noted.

In exploring these issues, the authors draw on survey data collected from 264 technology-based service firms located in Scotland and Northern England. The data are subjected to bivariate and multivariate statistical analyses to help explore the extent of demand-side risk capital concerns.

It was found that smaller, faster growing and R&D-intensive firms perception greater equity barriers. Moreover, firms who are relatively happy about the managerial competencies available to them, but who identify deficiencies in marketing skills and the availability of external debt finance (which may say something broadly about their financial neediness), are shown to be “needy”.

Studies of venture capital demand are relatively rare. Studies involving innovative service firms are rarer still. Given the prominent role of service firms in advanced economies and the changing perspective of the role of services in innovation, studies of financial constraints to innovation in services are timely. Innovation policy in advanced economies continues to be premised on patterns identified in manufacturing industries. This paper contributes to a broader perspective that views [technology-based] business services as dynamic innovation actors.

This paper presents findings from an investigation of intellectual capital measurement, reporting and management in the South African mining industry. The research methodology employs a combination of content analysis of annual reports for the 20 largest listed companies in South Africa, combined with interviews with senior individuals in mining companies. Data is analysed in accordance with a selected intellectual capital framework consisting of 24 indicators across the three categories of internal, external and human capital. Results show that mining companies tend to report on fewer intellectual capital attributes than other companies and tend to focus more on external attributes such as business collaborations and favourable contracts. Results show that mining companies rate intellectual capital highly, but appear to be lacking in the measurement and reporting of intellectual capital. From these findings it is concluded that mining companies value intellectual capital but lack the appropriate systems and structures to manage intellectual capital meaningfully.