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This paper aims to study the different factors that determine the performance or success of small-scale, non-farm enterprises in Lesotho. Evidence shows that small-scale enterprises in developing countries are confronted with different challenges and problems that make them less viable. As a result, the capacity of small-scale, non-farm enterprises in employment creation, income generation and providing the means of livelihood to the poor people is not significant. In Lesotho, many people who are retrenched from the South African mines are absorbed in small-scale, non-farm enterprises to make a living. However, small-scale enterprises are faced with different challenges. The research findings suggest that factors leading to success/performance of rural non-farm enterprises in Lesotho include gender of the entrepreneur, age of the entrepreneur, ability of the entrepreneur to establish wider social networks, large population/market, availability of communication networks and infrastructure, participation of enterprises in the international market and costs of doing business and competition. In this regard, the paper makes policy recommendations that can be used to improve performance/success of small-scale, non-farm enterprises.

This research uses both qualitative and quantitative research methods to analyse data.

The main finding of the research is that foreign competition hinders the success of non-farm enterprises in Lesotho. The research findings further reveal that enterprises owned by women make the highest turnover compared to those owned by men.

This study brings in different factors that can ensure or hinder success/performance of small-scale, rural non-enterprises.

The research paper is of value in that it is the first study in Lesotho that considers different factors that determine business success in relation to employment creation, turnover and profitability.

As has been widely recognized in the literature, the post‐war economic boom which drew to a close by the early 1970s has been followed by an intense period of industrial restructuring characterized by marked instability in all three major spheres of economic activity: production, distribution, and finance. This process has taken place both at the global level and at the level of national economies (Cardenas, 1990). It reflects a profound change in the mode of capitalist accumulation. Prior to the current round of restructuring, accumulation was taken to be principally the inward‐oriented task of each nation's own economy. Now, it seems that successful capital accumulation (i.e. development) depends most upon a nation's competitive integration into the world market for goods and services (Garrido, 1995). The present mode of accumulation implies an opening of national economies to international trade in commodities and capital, both among the advanced industrial nations and between the industrialized and the newly‐industrializing countries. This has generated a heightened degree of competition among countries and among firms, given that the easy movement of capital, goods, and services has allowed for real competition to emerge among dispersed places around the globe based upon their comparative financial and productive advantages.

How do energy consumption, efficiency and economic performance vary between small enterprises belonging to two different product clusters whose production process and technologies differ?

The objectives are analyzed based on empirical data gathered from a field survey of small enterprises with reference to auto ancillaries in Shimoga and brick‐making enterprises in Malur of Karnataka State in India. Simple averages, correlation and multiple‐regression techniques are used for the analysis.

The study brought out that higher energy intensity results in higher share of energy cost in total variable cost. Energy intensity had a negative relationship with value of output. Energy makes a statistically significant contribution to returns to scale. The classification of small enterprises into two groups based on above average energy intensity and below average energy intensity, and the subsequent regression analysis brought out that energy intensity had a positive influence on returns to scale in auto ancillaries whereas a negative influence on returns to scale in bricks enterprises.

The sample‐size formulation could not be done on a scientific basis due to the absence of comprehensive data on all small enterprises operating in the respective clusters and therefore, the findings may not be generalized.

Industry specific characteristics must be taken into account while introducing “energy efficiency improvement” programmes as a means of enhancing competitiveness in “energy intensive” small enterprises.

The paper illustrates the scope for energy conservation and efficiency improvement in Indian small enterprises.

Small-scale forestry-based enterprising communities are particularly associated with their territory and, therefore, are very conditioned by the local culture. This paper aims to explore the relationship between culture and competitiveness in small-scale Latin-American forestry-based enterprising communities.

This study used 212 surveys in companies linked to the production, industrialisation and commercialisation sector of the forestry industry in the province of Misiones (Argentina), using partial least squares to analyse the relationships thereof.

Culture and competitive advantages improve the growth of small-scale timber businesses and growth, in turn, increases financial performance. However, culture does not have an impact on competitive advantage and no interaction effect of culture on competitive advantage was detected. The results can indicate that there might be a need to incorporate other concepts and operationalisation that are better suited to the geographical and industrial contexts in developing countries.

The literature and measures used to operationalise variables in the survey did not necessarily succeed in capturing the culture in the studied small- and medium-sized enterprises. In addition, the design of the sample and subjective measures may partially condition the results.

For business managers and consultants, this study indicates that they must take into account the local culture to improve performance. Entrepreneurs must reorient the company strategy towards the long term, integrating local culture into their strategy to generate competitive advantages.

Political authorities and social agents should also take into consideration the cultural aspects of the territory when implementing regulations and specific actions to improve the industry and strengthen the sense of community. The results highlight the vitality of animators and development agencies and of any factor that fosters social cohesion.

The paper shows a new approach to the relationship between culture and competitiveness in small-scale forestry-based enterprising communities, combining performance in a formal sector with the bazaar model.

Russia's size – both in terms of population and geography, spanning 11 time zones, 89 oblasts (states or regions) and autonomous republics and its privatization program, encompassing some 100,000 small-scale enterprises, 25,000 medium to large firms, and 300 or so of its largest firms, made its privatization program the largest sale/transfer of assets conducted among the transition economies, with the possible exception of China. Comparisons by many of the program's critics, and there are many, to Poland, Hungary, or the Czech republic are invidious, especially the latter two countries whose populations are similar to just that of greater Moscow.

This paper, from the perspective of based view of dynamic system, aims to take the family enterprise as a sample to articulate how the speed of institutional change affects the entrepreneur’s spirit collocation of family enterprises and investigate the moderating effects of the scale of enterprises as well.

This paper uses survey database from Chinese research of private enterprise group in 2010 with the ninth national large-scale private entrepreneurs, and the legal source of data comes from research center for Chinese family firm of Sun Yat-Sen University. A total of 4,900 questionnaires are issued, 4,614 are recovered and the total recovery rate is 94.16 per cent. In this paper, STATA12.0 is used for data processing and basic regression testing. To overcome the possible existence of the different variance problem, the authors use the feasible generalized least squares to estimate the model.

The speed of institutional change will lead to the reduction of unproductive activities and the increase of productive activities in the area where the speed of institutional change is slow. Meanwhile, the scale of enterprise can reverse the negative relationship between the speed of institutional change and unproductive activities. The speed of institutional change will lead to the reduction of unproductive activities and the increase of productive activities in the area where the speed of institutional change is fast. Meanwhile, the scale of enterprises can reverse the positive relationship between the speed of institutional change and the unproductive activities.

It can be concluded that because of the difference of the regional market, a positive U-type reflects the relationship between the speed of institutional change and the entrepreneur’s allocation of entrepreneurship in family firms, whereas the scale of enterprises plays a key role of nonlinear regulation. This research has a certain theoretical value and practical significance on the understanding of how family firms make strategic decisions in response to institutional change and it can further enrich the research results of entrepreneurship allocation theory and institutional change theory.

The purpose of this paper is to review and discuss the role of the project champion and the project champion's experience in a business capacity building project in the Former Yugoslav Republic of Macedonia. The project champion mentored and fostered joint enterprises between and across actors engaged in the production, processing, distribution, retailing and exporting of lamb meat and cheese derived from sheep milk. The article aims to analyse and compare the experiences and knowledge from this project with that of knowledge in extant studies on demand chain integration and inter‐firm alliances.

A case study was crafted from information accessed from the project champion, key informants and information about the project presented in the web sites of the United States Agency for International Development and the project champion. The experiences presented in the case study were critically examined and evaluated with the findings in extant studies on inter‐firm alliances.

Demand chain strategy based on customer orientation and seamless integration of all actors in the value chain through a joint enterprise fosters relationship bonding, structural cohesion and transaction efficiencies. The role of a third party project champion in facilitating and mentoring the value chain actors contributed to the success of the joint‐enterprise.

The findings are based on a single case study, the unique characteristics of the study context limits the scope of generalising the findings.

Knowledge from this study is transferable to other industry sectors and can also be adapted in other environments in which individual small‐to‐medium‐scale enterprises experience competency and capacity constraints in developing their business.

Adopts a whole‐of‐chain capacity building approach. The dynamics of the study context (small‐to‐medium scale enterprises in all segments of the chain, niche high value products, transitional economy which recently adopted a free enterprise business model) are unique and this influenced project initiatives and outcomes. The study provides valuable insights into developing small‐to‐medium‐scale food enterprise capacity building projects.

Examines the role and effect of the small scale private sector on Eastern Europe’s economic development, i.e. small private companies, partnerships and entrepreneurs, indicating why it is important in the reform programmes. Discusses the need for an entrenchment of the small scale private sector’s contribution to economic development, through adequate legislation and the right regulatory framework including a competition policy, and a commercial code for business formation and insolvency. Focuses mainly on Poland, and takes into account the author’s own views, observations, discussions and interviews whilst working in Poznan from 1996 to 1997. In particular, finds evidence of an abundance of innate entrepreneurial skills in Poland including the propensity for risk taking, and the presence of one of the best laid regulated economic climates of the transforming economies, although there is still a need for government to encourage small business into manufacturing.

Small enterprises have a history as long as that of enterprise itself. However, it is only recently that attention has focussed on the wider social goals to which they can contribute.

The purpose of this paper is to study the problems faced by small‐scale entrepreneurs in Nellore District of Andhra Pradesh, India and also to study the opinions of entrepreneurs regarding what are the different factors which are helpful for success of entrepreneurship.

The present paper is conducted by choosing a sample size of 30 per cent (196 units) randomly from the total population of 653 units. The data are collected through a structured questionnaire, informal interview and analyzed by using mean, ANOVA and Z‐test.

It is found that high price of raw materials, lack of marketing information and marketing of products are major problems faced by the entrepreneurs, followed by competition from small industries and absenteeism of labour. The majority (about 90.3 per cent) of the respondents did not want to make any complaint to government agencies.

The findings help to know the problems faced by small‐scale entrepreneurs in a developing country such as India and also help the policy makers to solve these problems.