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Civil engineering students at the Cape Peninsula University of Technology generally find the final year research project very daunting. In most cases it is the first time that they are not “learning” passively by sitting in lectures, receiving notes and worked out examples, memorising the material and then writing an examination to demonstrate their “competency”. Suddenly learning comes by doing, and they are faced with the challenge of executing a significant research project. For students who do not have good management skills, this becomes a very difficult task. To address this problem, staff have, over the past decade, integrated project management with the research project to the extent that it has now become one subject with two final year credits. This means that students learn how to use project management skills to manage the research project, which runs over one year. Project management skills integrated with a rigid structure, complemented by lecturer support in a web‐based e‐learning environment, has been developed to assist students in completing the research project. This has proved to be very successful and students have commented that without the newly acquired project management skills, they would not have been able to complete the projects on time. The results indicate that the integration of project management skills can relieve the role reversal entrapment problem. However, interventions to prepare the students more adequately must be considered over the first three years of study. The paper presents the historical background to the problem, an overview of how the revised methodology is being implemented, and it indicates how e‐learning is used to manage the course.

Private companies go public for a variety of reasons. Whatever the motive, shareholders and directors should have a clear understanding of the implications and responsibilities arising from this change of status. The author examines every aspect of public company status and presents an analysis of the feasibility of a stock market flotation by his company. This article provides valuable insight for companies considering a stock market flotation.

Small professional service firms constitute an important segment of the small business population. Explanations of the emergence, employment potential and economic contribution of such firms have been much debated. Yet, comparatively little is known of the “people dimension” in such enterprises, particularly in firms undergoing some form of organisational transition. This paper aims to examine the interplay of work relations and “growth” in the particular case of WhitCo (an organisation that was attempting the transition from its entrepreneurial beginnings to a more formally configured set‐up). The study, which is based on an ethnographic investigation in the case firm over a year‐long period, addresses three issues: the motivations for growth in the small professional service firm; the manner in which attempts at organisational transition impinge upon “collegial” patterns of work relations typical in these firms; and the importance of interpersonal relations to “growth”. The study provides a rare insight into the management of social relations within a firm typical of many in the business services sector. It highlights the critical role of “people management” to shaping the trajectory of small firm growth.

Often businesses fail, or fail to reach their true potential, for strategic rather than operational reasons. This type of failure may be caused because the key decision makers in such firms are not well informed about the strategic landscape in which their firm operates. A military analogy is used to show that successful military campaigns are often predicated upon having accurate maps. Similarly, competitive strategies followed by firms are likely to be more successful if key decision makers possess accurate strategic maps which display the location of their own and rival firms. In other words, those firms which have detailed knowledge of their strategic landscapes are likely to enjoy significant competitive advantage, while firms which are in ignorance of their strategic landscape are less likely to be able to navigate a route that will confer sustained competitive advantage. A firm’s strategic landscape is analysed in terms of: the firm’s true competitive position, the industry conditions under which the firm and its competitors operate and the core strategies that firms in the industry are following. This paper analyses an approach to strategic mapping developed by a major new independent strategic database called CAM (Competitive Analysis Model). This database has been built to aid small firms improve their results through generating accurate strategic maps. These maps enable client firms to assess their strategic locations and performances longitudinally, sectorally and cross‐sectionally. Finally, CAM clients appear to have outperformed similarly structured non‐CAM firms.

The availability of external equity finance is a key factor in the development of technology‐based firms (TBFs). However, although a wide variety of sources are potentially available, many firms encounter difficulties in securing funding. The venture capital community, particularly in the UK, has done little to finance early stage TBFs and has failed to cater adequately for the specific value‐added requirements of these firms. Non‐financial companies have the potential to become an important alternative source of equity finance for TBFs through the process of corporate venture capital (CVC) investment. Based on a telephone survey of 48 UK TBFs that have raised CVC, examines the role of CVC in the context of TBF equity financing. Shows that CVC finance has represented a significant proportion of the total external equity raised by the survey firms and has been particularly important during the early stages of firm development. In addition, CVC often provides investee firms with value‐added benefits, primarily in the form of technical‐ and marketing‐related nurturing and credibility in the marketplace. Concludes with implications for TBFs, large companies, venture capital fund managers and policy makers.

The end of the twentieth century was filled with an ironic mix of panic and fatalism; together with optimism and hope. ‘Digital armageddon’ in the form of the Y2K bug was reportedly on the horizon (Vulliamy, 2000), but as we know, never transpired. If, however, Y2K had materialised and affected technology as predicted, the consequences would have had profound macro and micro impacts – economically, politically, socially and spatially. Cities – with their super-concentration of technological infrastructure, hardware and software – would arguably have endured the brunt of this catastrophe. Had this disaster occurred, its reach would have been well beyond the city, spiralling out from the CBD to the suburbs, rural settlements, jumping national boundaries, and ultimately bringing economic, transport and communication systems to a near halt, rendering day-to-day living experiences unbearable, if not virtually impossible.

Ever since the Bolton Committee published its Report in 1979, the small firm sector has been a focus for economic regeneration and employment creation. The potential of this sector was further highlighted by the controversial research findings of Birch. Notwithstanding the rigour and robustness of the work, it was used to strengthen and validate the U.K. government's policy of providing considerable assistance towards encouraging new “start‐ups”.

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).