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Management development has traditionally been perceived as being the domain of large rather than micro‐enterprises, with developmental issues normally being addressed by means of educational interventions.However, the challenges and obstacles for growth facing these micro‐enterprises (businesses employing ten people or fewer) differ significantly from those of a larger organisation. Reports on the current provision for management development as it relates to micro‐enterprises, and the perception of owners/managers in Ireland of the role of management development in the running of their companies. The objective of the research was to establish the nature and content of training and development interventions required by the owners/managers of micro‐enterprises. Preliminary research and findings indicated the need for a new approach towards the design of management development programmes for micro‐entrepreneurs. Taking into account the perceptions and preferences of owners/managers it is clear that a new approach to the design and delivery of management development programmes for micro‐entrepreneurs is needed. This new approach has implications for trainers as it includes changes not only in the content but also in the timing, location and delivery mechanism of programmes. The research results suggest a model for the formulation ofamanagement development training strategy for owners/managers of micro‐enterprises. Outlines design specifications for a management development programme for owners/managers, based on the model developed from the research findings.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

The purpose of this paper is to establish the main causes of early failure of small recently established fundraising charities.

Heads and ex-heads of small recently established British charities that had either shut down within two years of registration with the Charity Commission or had survived for two years following registration were surveyed to determine the sorts of issue they believed were particularly problematic at the time their charities were formed or shortly thereafter. The research combined ideas from human capital theory, organisational ecology, and the survivor principle to investigate the mortality of new charity start-ups. Information was obtained from the ex-heads of 182 charities that had been removed from the Charity Commission’s register and from 356 heads of charities that were still in operation.

Participants in both groups reported that they had experienced major difficulties relating to funding, the development of plans, lack of marketing and management skills, and personal workload. Differences between the groups emerged with respect to their perceptions of problems involving competition from other charities (both for donations and for clients), internal conflict within their organisations, networking, and the need for background research. Start-ups run by people with prior experience of working in charities had a significantly better chance of survival than start-ups managed by individuals lacking such experience.

The data used in the investigation were self-reported and less than a majority of the sampling frame participated in the study.

Prospective founders of small new charities need to recognise competitive realities and the competencies required for success before commencing operations. Government and nonprofit support organisations should arrange short work experience placements and shadowing activities for individuals contemplating starting a new charity.

This was the first research ever to examine reasons for small enterprise collapse within the nonprofit domain.

Relatively little research exists about the information used by owner/managers (O/Ms) in micro enterprises (less than 10 employees). The purpose of this paper is to explore the management accounting information (MAI) generated and used by O/Ms for planning, decision making and control in micro manufacturing enterprises in the Gaza Strip (GS).

A grounded theory approach is used with case studies being the main research method.

Three main themes emerged during the five case studies. Firstly, how is the generation and use of MAI related to the O/M, enterprise and environmental features? Secondly, what is the impact of formal or informal procedures on the generation and use of MAI? Thirdly, what is the extent of written and oral MAI generated and used? From the five individual case studies 133 findings emerged and then a cross‐case analysis generated 21 overall findings.

The case studies excluded micro enterprises less than three years old, micro enterprises with more than one O/M and micro enterprises from sectors other than manufacturing.

This project explores what impact various factors (such as political uncertainty, competition and the need for cost reduction) have on the generation and use of MAI in micro enterprises. Several findings are particularly relevant for O/Ms of micro enterprises in developing countries. Previous studies have not identified to what extent written or oral MAI is generated and used for each of the core business aspects of micro manufacturing enterprises.

Enterprise development and its contribution to societal and economic outcomes are well known. However, limited research into microenterprises and the practices of microfinance and microcredit in developing countries has been carried out. This chapter presents the findings of research based on six years of engagement with the microentrepreneurs of Beira in Mozambique and suggests a model for responsible and sustainable support for enterprise development in developing economies. Building on semistructured interviews, observation, and participatory action research, this research project articulates a new approach supportive of enterprise development, as a process of cocreation with local people and based on sustainability principles. These findings are part of a longitudinal study of the successes and failures of small enterprises and their impact on social and economic activity.

Framed within the theoretical domain of attribution theory, this study aims to investigate the antecedents of experienced regret following an entrepreneur’s business failure (defined as firm discontinuance, closure or bankruptcy) and the impact of regret on personal well-being.

The population of interest was business owners whose businesses had failed within the past five years. The data was collected from 319 failed entrepreneurs using an online survey. Structural equation modelling was used to test the hypotheses presented in this study.

External attribution, including economic uncertainty and contract restrictions, was positively related to feelings of regret. Considering internal attribution, due diligence had a positive effect on regret whereas customer relationship development ability can reduce feelings of regret. Moreover, prevention-focused entrepreneurs were likely to experience higher levels of regret when engaging in extensive consideration in using information. Finally, regret had a detrimental effect on the entrepreneurs’ well-being.

The research provides fresh perspectives on experienced regret, a relatively unexplored emotion in the entrepreneurship literature. In the context of small business operations, the locus of attribution (associated with business failure) is the key influence on learning following failed business attempts.

This study extends current knowledge of regret in the context of entrepreneurial failure, which has a significant catalytic effect on employment and entrepreneurial mobility.

This research sheds light on how emotional responses are derived from an entrepreneur’s self-assessment of their performance and attribution of blame for failure.

The pursuit of entrepreneurial opportunities is not always successful. On the one hand, entrepreneurial failure offers an invaluable opportunity for entrepreneurs to learn about their ventures and themselves. On the other hand, entrepreneurial failure is associated with substantial financial, psychological, and social costs. When entrepreneurs fail to learn from failure, the potential value of this experience is not fully utilized and these costs will have been incurred in vain. In this chapter, the authors investigate how the stigma of failure exacerbates the various costs of failure, thereby making learning from failure much more difficult. The authors combine an analysis of interviews of 20 entrepreneurs (who had, at the time of interview, experienced failure) with an examination of archival data reflecting the legal and cultural environment around their ventures. The authors find that stigma worsens the entrepreneurs’ experience of failure, hinders their transformation of failure experience, and eventually prevents them from utilizing the lessons learnt from failure in their future entrepreneurial activities. The authors discuss the implications of the findings for the entrepreneurship research and economic policies.

The purpose of this paper is to analyse the influence of the institutional environment on entrepreneurial failure of certain characteristics, both formal (regulatory complexity and tax pressure) and informal (social capital and fear of failure).

The authors use data drawn from a panel of 37 countries over a period of nine years (2006-2014).

Results show that the greater the regulatory complexity, the higher the rate of entrepreneurial failure; also that the higher the country’s stock of social capital, the lower the rate of entrepreneurial failure. Finally, the greater the tax pressure, the lower the rate of business failure.

Among the limitations of this paper is the difficulty of directly measuring the variables it analyses, making it necessary to use proxies.

This study has important practical implications for policymakers. First, the study provides important insights on how regulatory complexity positively affects entrepreneurial failure. In other words, the study represents a response to the call for the development of a better regulatory environment since this plays a significant role in entrepreneurial failure. Second, regarding tax pressure, the authors found that the greater the tax pressure, the lower the rate of entrepreneurial failure. In this respect, entrepreneurs, academics and policymakers should be aware of this result. Finally, this study also demonstrates the important role of social capital in preventing entrepreneurial failure.

In line with the findings, this study provides proof of how the institutional framework can have an influence on entrepreneurial failure.