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This chapter presents a gap analysis of the perspectives of small businesses and rural librarians in Tennessee in order to develop an implementation blueprint of a public library small business toolkit, a resource that the state’s rural public libraries can create for small businesses in the future.

The chapter reports on select comparison data sets collected via two exploratory online surveys with small businesses and rural public librarians, respectively, in an externally funded planning grant awarded by the Institute of Museum and Library Services’ National Leadership Grants for Libraries (Research category) to the School of Information Sciences at the University of Tennessee.

Findings from the gap analysis of the perspectives of small businesses and rural librarians provide similarities and differences between the two stakeholder groups in terms of

• existing assistance needs of small businesses,

• information-related challenges small businesses experience,

• desired public library use, and

• information-related components of a public library small business toolkit.

existing assistance needs of small businesses,

information-related challenges small businesses experience,

desired public library use, and

information-related components of a public library small business toolkit.

The study is a unique example of action research based on varied levels of participation in rural research and action, learning through collaboration, community inquiry into everyday experiences and potential impact, use of mixed methods, and the situated nature of applications and concrete outcomes. It serves as a pilot case experience and prototype assessment test bed to expand strategies for the entire Appalachian region and other rural environments in the future.

In this chapter, we will be exploring the role of leadership within small businesses. Leadership is an essential element in the management of any organisation and is even more crucial when it comes to small businesses. In particular, both the structure and the specific stage of development of small businesses determines the need for an evolving style of leadership. Unlike their counterparts at larger organisations, small business leaders usually have a higher level of hands-on involvement across multiple areas of responsibility, including strategic decision-making and financial management, as well as team leadership and motivation.

Some key leadership skills, such as having a clear vision, communicating successfully across all business levels, leading by example and keeping the team engaged, are shared by all enterprises, regardless of size and nature. It is critical for small business leaders to understand that each stage of an organisation’s lifecycle brings with it different opportunities and challenges that should be dealt with by adopting different leadership techniques. A ‘one-size-fits-all’ approach will not work, and could even become detrimental in the long term.

During an organisation’s early days, a leader’s main role is to inspire the individuals they work with by sharing their vision and purpose without the need for formal management processes. In this chapter, we will be exploring the above issues in relation to the role of leadership within small businesses in greater depth.

The fourth industrial revolution and its disruptive technological advances are leading to continuous significant changes in the labour markets, which affect employees and employers of all sizes.

Currently, organisations are experiencing considerable skill shortages and talent mismatches: the skills that organisations are looking for do not align with those available in the labour market. This means that matching available candidates on the market with job vacancies is unlikely. In addition, the increasing wage pressure in occupations linked with the most in-demand skills and in high-skills industries has become a reality.

The immaterial assets of a business, such as the competences and skills of its workforce and leaders, are the most significant elements in providing a competitive advantage is a fact no one in the present era would argue against.

While big corporations dispose more resources and capabilities to deal with these challenges, small businesses – considered the foundation of many healthy communities – have limited assets to face such global and complex dynamics.

This chapter acknowledges the significance of small businesses in the global landscape and their key role as ‘job generators’ in enabling an inclusive economic growth in developed as well as in emerging countries. And in this context gives focus to the crucial issue how of small businesses can overcome the skill and the talent gap, and which strategic shifts they can put in place in order to withstand these environmental constraints.

To this end, this chapter provides a broad investigation of international reports discussing the role played by external factors – such as governments and their policy frameworks – and the concept of knowledge sharing.

Moreover, it examines the influence of internal factors. Specifically explored is the key role of the human resources function in attracting skilled graduates, upskilling its workforce, establishing a total reward and talent development strategy and engaging in job design.

This chapter is of particular relevance to owner managers, general and HR managers of small businesses, but also public officials and private institutions. It identifies and offers practical solutions for small businesses that aim to transform themselves to successfully cope with skills shortages and the war for talent in the age of digitalisation.

Small businesses are ubiquitous across the globe and they form a large part of the enterprise population in most economies. Understanding of the sector remains sketchy, despite there being concerted efforts since the 1970s to conduct research to give insight into the behaviour of small businesses.

All businesses have to cope with their external environments, but the resource poverty of small businesses means that they may suffer disproportionately, and they certainly do not have access to the resources, financing and knowhow that large firms have to inform them about the most effective way to manage their resources, minimise threats and optimise opportunities in the environment. This chapter provides a holistic framework to enable deeper understanding of subsequent chapters.

The purpose of this chapter is to analyse the theoretical work conducted in the fields of management of small businesses in the UK and control measures taken by them to cope with challenges that emerged due to complexities of the present uncertain environment. Brexit is one such event which brought in drastic changes in the undertaking of business and the management of small enterprises. The study upon which this chapter is based identifies knowledge in terms of economics, political events and human resource management (HRM), considering the impact and consequences of Brexit on small businesses. Much of the content developed will help establish a strong link as to what happened after the withdrawal of the UK from the European Union.

A structured work was applied to synthesise the theoretical understanding. A search of the existing literature was done to select the databases and keywords of the primary search. Then, a backward search was implemented to examine the references of the selected papers, and finally, a forward search examined the citations of the selected papers. The selected papers were then classified according to their content. A thorough search of the existing literature was done in Scopus, and Google Scholar using a combination of keywords such as Brexit, UK and EU, consequences and drawbacks of Brexit, and small businesses in the UK.

The findings of this study show that small businesses started opting for newer and innovative technologies to facilitate the generation of more revenues. Aspects of E-commerce, however, turned out to be the foundation of developing industrial organisations, bringing more adequate capabilities to effectively facilitate activities such as strategic planning. Whilst governments frequently fund non-profit organisations, increased concerted support for more able and growth-capable small businesses which make significant economic and social contribution would seem appropriate in the current Brexit change climate.

The small businesses sector will need to undertake a cohesive input to government decision-making since a key pre-requisite will be the maintaining of balance between survival, maintenance of existing business, as well as the availability of semi-skilled and unskilled workers and other vital underpinning resources. Moreover, this underlying study has limitations in terms of practice orientation since it is theoretical and sectional in approach, providing a static picture of the Brexit event and its impacts on small businesses in the UK.

Thus, this chapter offers researchers a broader and more comprehensive view of the impact and consequences of Brexit on UK small businesses. Educators, researchers and practitioners will benefit. Scholars in years to come will retrospectively address whether independence from the EU has nudged or nurtured small business development of appropriate entrepreneurial skills and new technology to enable adaptation to and co-creation of the change which Brexit has triggered.

The purpose of this chapter is to analyse the theoretical work conducted in the fields of e-business adoption by small businesses in the UK. This chapter aims to explore the benefits and drawbacks that influence small businesses in adopting Internet-based e-business. We are thus responding to a need to recognise and measure the perceived importance of driving forces and barriers in the adoption of e-business solutions among small businesses. Currently, adoption of e-business is rapidly growing among business organisations throughout the world. Crucially, it is often seen as an essential strategic tool that attracts many companies in turning their traditional business strategy to e-business and as a more complex concept of interfirm cooperation.

A structured work was applied to synthesise a theoretical model. A meticulous search of available literature was conducted, focussing on key terms such as e-business adoption, benefits, drawbacks and small businesses in the UK. We identify that e-business adoption within small businesses is affected by perceived relative advantage, perceived compatibility, CEO’s innovativeness, information intensity, buyer/supplier pressure, support from technology vendors and competition. Furthermore, the value of such adoption depends on how, in the face of rapid growth, small businesses can effectively expand IT resources, strategic planning and business partnerships to develop e-business capability and business process competence. These are the key areas of activity which help adopting companies to achieve outstanding business performance. The findings of this study to date are presented within the limiting parameters of methodology based upon use of self-report scales to measure the constructs of the theoretical model. The main orientation of the work of this study is theoretical and sectional which provides a static picture of e-business adoption by small businesses – offering guiding practical insight and providing foundations for subsequent empirical study.

This chapter offers researchers a broader and more comprehensive view of the benefits and drawbacks that influence small businesses in adopting Internet-based e-business. Educators, researchers and practitioners will be all benefitted. In recent years, e-business has been adopted by many corporations to improve operational efficiency and profitability and to strengthen their competitive position and potential for survival in the new economic era (the information era).

Small businesses are dominant in most economies and their owners likely experience high levels of distress. However, we have not fully explored how these common businesses meaningfully differ with respect to the stress process. Understanding the meaningful variations or subgroups (i.e., heterogeneity) in the small business population will advance occupational health psychology, both in research and practice (e.g., Schonfeld, 2017; Stephan, 2018). To systematize these efforts, the author identifies five commonly appearing “heterogeneity factors” from the literature as modifiers of stressors or the stress process among small business owners. These five heterogeneity factors include: owner centrality, individual differences, gender differences, business/ownership type, and time. After synthesizing the research corresponding to each of these five factors, the author offers specific suggestions for identifying and incorporating relevant heterogeneity factors in future investigations of small business owners’ stress. The author closes by discussing implications for advancing occupational health theories.

The purpose of this chapter is to critically evaluate contemporary Japanese human resource management (HRM) practices in order to identify if Japanese small enterprises are employing the same or different practices that have been used in the past.

An interpretative qualitative approach is applied through the use of semi-structured interviews. Three small business owners with 30–50 years’ experience in the construction industry have been interviewed in Japanese with their subsequent responses translated, transcribed and coded.

It has been discovered that traditional HRM practices remain popular although their influence has slightly dissipated. This finding indicates an influence by western HR practices, at least to an extent. Findings include the presence of lifetime employment, seniority systems, Kaizen (quality management), the growing international workforce, unionisation, ‘nomunication’, recruitment practices, group decision-making and the lack of gender equality.

Research was only carried out with three small business owners which may reduce the transferability and generalisability of the findings. Only the construction industry was analysed. Moreover, the interviews took place on Skype rather than in a face-to-face environment which may have reduced the ability to effectively understand facial signals.

Although a native Japanese speaker carried out the translations, there may have been issues regarding selecting the most appropriate words to be used.

This study provides an original viewpoint on contemporary HR practices in Japan. It is argued that this chapter will provide a fresh understanding on HRM practices used by Japanese small business and will be useful for scholars, employees and employers alike.