Journal articles: 'Small-business success'

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Houghton, Martin G. "Small business success." European Management Journal 7, no. 2 (June 1989): 221–22. http://dx.doi.org/10.1016/0263-2373(89)90066-2.

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Beaver, Graham. "Small business: success and failure." Strategic Change 12, no. 3 (2003): 115–22. http://dx.doi.org/10.1002/jsc.624.

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E.N., Makarenko, Chernysheva Yu.G., Polyakova I.A., and Makarenko T.V. "The Success Factors of Small Business." International Journal of Economics and Business Administration VII, Special Issue 2 (January 1, 2019): 280–88. http://dx.doi.org/10.35808/ijeba/392.

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KILKENNY, MAUREEN, LAURA NALBARTE, and TERRY BESSER. "Reciprocated community support and small town - small business success." Entrepreneurship & Regional Development 11, no. 3 (July 1999): 231–46. http://dx.doi.org/10.1080/089856299283182.

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Omri, Anis, Maha Ayadi Frikha, and Mohamed Amine Bouraoui. "An empirical investigation of factors affecting small business success." Journal of Management Development 34, no. 9 (September 14, 2015): 1073–93. http://dx.doi.org/10.1108/jmd-07-2013-0088.

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Purpose – The purpose of this paper is to develop a mediational model of small businesses success. In this paper, the authors investigate how the human, social, and financial capital of entrepreneurs influences the capacity of small business to succeed. The objective through this model is to demonstrate that it is through the process of innovation these capitals are converted into success. Design/methodology/approach – The paper suggests an original, conceptual framework for how small businesses can succeed. Findings – To validate this mediational model, the authors used the conditions/steps proposed by Baron and Kenny (1986). Research limitations/implications – The results of this study have implications for both research and practice. This study provides a new contribution to the existing literature by introducing the innovation in the explanation of the links between these capitals and small business success, i.e. business with greater access to human and financial resources are more likely to undertake an innovation, which, in turn, ensures small business success and access to more financial capital facilitates the pursuit of resource-intensive success strategies because, it is argued, that slack resources can be used for experimentation with new strategies and practices, allowing the business to pursue new opportunities of success. Practical implications – The proposition is consistent that managers with considerable human capital, social, and finacial capital know where to look for opportunities, can more accurately assess the value of potential opportunities, and have the ability to exploit these opportunities, which encourages innovation. It is this innovation that then facilitates small business success. These resources are important to achieve small business success, but primarily because they encourage innovation, and it is the innovation that drives the small business success. Originality/value – In this paper, the authors extend the entrepreneurial literature by developing a mediation model of small business success. To the authors’ knowledge, it is the first study that examined the indirect effect of human, social, and financial capital of entrepreneurs on small business success through the mediation of innovation. This model has the indirect effect of human, social, and financial capital on success through their impact on innovation, i.e., through the innovation process such capital is converted into success.

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Farrington, Shelley. "Does personality matter for small business success?" South African Journal of Economic and Management Sciences 15, no. 4 (November 20, 2012): 382–401. http://dx.doi.org/10.4102/sajems.v15i4.243.

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Personality traits influence occupational choice and are valid predictors of managerial success. The primary objective of this study was to investigate whether a relationship exists between possessing certain personality traits and small business success. The personality dimensions of the five-factor model of personality, Extraversion, Conscientiousness, Openness to experience, Agreeableness and Neuroticism were the focus of this study. Convenience sampling was employed and 383 usable questionnaires were returned. The validity and reliability of the measuring instrument was assessed. Multiple regression analysis was undertaken to establish relationships between the independent variable (the five dimensions of personality) and the dependent variable, Business success. The findings of this study show that individuals who have high levels of the personality traits Extraversion, Conscientiousness and Openness to experience are more likely to have successful small businesses. Openness to experience is of specific importance as it demonstrates the strongest influence, and is the only trait that has a positive influence on both the financial and growth performance of the business. As such, insights are provided into the personality profile most suited to successful small-business ownership.

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Ibrahim, A. B., and J. R. Goodwin. "Perceived Causes of Success in Small Business." American Journal of Small Business 11, no. 2 (October 1986): 41–50. http://dx.doi.org/10.1177/104225878601100204.

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This empirical research is a pilot study which endeavours to identify a set of variables associated with successful small businesses. Seventy-four (74) small firms operating in Montreal responded to a lengthy questionnaire and an intensive interview. From this data three variables were initially identified. A replication study of seventy small firms located in Burlington, Vermont and Plattsburgh, New York, was carried out in order to observe whether the identified variables were duplicated beyond a certain geographical location. Using factor analysis on the data, the authors were able to delineate entrepreneurial behavior and managerial skills as key success factors in small business management. This finding underscores the role of entrepreneurship education in developing both the behavioral and the managerial skills in the owner/manager.

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Ness, Karen. "Small Business Success Factors in Regional Queensland." Small Enterprise Research 12, no. 2 (January 2004): 1–22. http://dx.doi.org/10.5172/ser.12.2.1.

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Yap, Cs, Cpp Soh, and Ks Raman. "Information systems success factors in small business." Omega 20, no. 5-6 (September 1992): 597–609. http://dx.doi.org/10.1016/0305-0483(92)90005-r.

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Comeig, Irene, Esther B. Del Brio, and Matilde O. Fernandez-Blanco. "Financing successful small business projects." Management Decision 52, no. 2 (March 11, 2014): 365–77. http://dx.doi.org/10.1108/md-01-2012-0051.

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Purpose – The current credit rationing strongly influences the viability of SMEs innovation projects. In this context, the practice of screening borrowers by project success probability has become a paramount consideration for both lenders and firms. The aim of this paper is to test the screening role of loan contracts that consider collateral-interest margins simultaneously. Design/methodology/approach – This paper presents an empirical analysis that uses a unique data set composed of 323 bank loans granted by 28 banks to SMEs backed by a Spanish Mutual Guarantee Institution. Findings – The results show that appropriate combinations of collateral and interest rates can distinguish between borrowers with different project success probability: low success probability borrowers finance its projects without collateral and with high interest rates, whereas high success probability borrowers accept loans with real estate collateral and low interest rates. Practical implications – This screening mechanism reduces credit rationing, thus increasing good projects' access to credit. Originality/value – This study provides the first empirical evidence on the effectiveness of collateral-interest pairs as a self-selection mechanism.

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Porter, Sue. "Building business success: a case study of small business coaching." Industrial and Commercial Training 32, no. 7 (December 2000): 241–44. http://dx.doi.org/10.1108/00197850010379785.

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Rutherford, Matthew W., and Sharon L. Oswald. "Antecedents of small business performance." New England Journal of Entrepreneurship 3, no. 2 (March 1, 2000): 21–33. http://dx.doi.org/10.1108/neje-03-02-2000-b002.

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OkrÄ™glicka, MaÅ‚gorzata. "Key Factors of Small Business Success: Literature Review." Journal of Social and Development Sciences 6, no. 4 (December 30, 2015): 30–36. http://dx.doi.org/10.22610/jsds.v6i4.857.

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The success of small businesses sector is crucial for national economies of all countries around the world. This is why the constant analysis of determinants responsible for small firm success is necessary. It allows for a quickreaction to changingbusiness conditionsandthe continuous improvement ofmanagement methods. Literature reviewindicated that theanalysis of key success factorsof smallbusinesses is a commonlyundertakensubject, although it is difficult tofind acomprehensivestudy, completely classifying the determinants ofsuccessaccording to certain criteria.

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Kraus, Sascha, Rainer Harms, and Erich Schwarz. "Strategic business planning and success in small firms." International Journal of Entrepreneurship and Innovation Management 8, no. 4 (2008): 381. http://dx.doi.org/10.1504/ijeim.2008.022311.

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Rice, George H., and David P. Lindecamp. "Personality types and business success of small retailers." Journal of Occupational Psychology 62, no. 2 (June 1989): 177–82. http://dx.doi.org/10.1111/j.2044-8325.1989.tb00488.x.

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Bird, Sharon R., and Stephen G. Sapp. "Understanding the Gender Gap in Small Business Success." Gender & Society 18, no. 1 (February 2004): 5–28. http://dx.doi.org/10.1177/0891243203259129.

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Drennan, Judy, and Anna Bodi. "Information Technology Success Factors for Small Business Managers." Journal of Management & Organization 2, no. 1 (January 1996): 12–20. http://dx.doi.org/10.1017/s1833367200006180.

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AbstractInformation Technology (IT) provides great scope for small business to gain benefits in terms of customer service, productivity, business growth, return on investment, profits and time based competitiveness. Yet these outcomes are not guaranteed. In this study of 80 small businesses in Victoria, which have been drawn into IT networks by larger organisations and invested in IT, factors which inhibit or promote gains are investigated. One important aspect is whether certain characteristics related to the small business manager show a relationship with ‘success’ or positive outcome indicators. Data analysis indicates that factors such as length of time using computers, accessibility of information and positive attitude towards IT change are associated with the extent to which business benefits are realised.

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Kuzilwa, Joseph Andrew. "The Role of Credit for Small Business Success." Journal of Entrepreneurship 14, no. 2 (September 2005): 131–61. http://dx.doi.org/10.1177/097135570501400204.

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Drennan, Judy, and Anna Bodi. "Information Technology Success Factors for Small Business Managers." Journal of the Australian and New Zealand Academy of Management 2, no. 1 (January 1996): 12–20. http://dx.doi.org/10.5172/jmo.1996.2.1.12.

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AbstractInformation Technology (IT) provides great scope for small business to gain benefits in terms of customer service, productivity, business growth, return on investment, profits and time based competitiveness. Yet these outcomes are not guaranteed. In this study of 80 small businesses in Victoria, which have been drawn into IT networks by larger organisations and invested in IT, factors which inhibit or promote gains are investigated. One important aspect is whether certain characteristics related to the small business manager show a relationship with ‘success’ or positive outcome indicators. Data analysis indicates that factors such as length of time using computers, accessibility of information and positive attitude towards IT change are associated with the extent to which business benefits are realised.

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Solomon, Goosain, Michael Frese, Christian Friedrich, and Matthias Glaub. "Can Personal Initiative Training Improve Small Business Success?" International Journal of Entrepreneurship and Innovation 14, no. 4 (November 2013): 255–68. http://dx.doi.org/10.5367/ijei.2013.0129.

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High levels of personal initiative will be required to unlock the potential offered by the many untapped resources in Africa in terms of business opportunities. Significant resources are ploughed into the development of the small business sector by governments in Africa, particularly in South Africa. However, there is little evidence that these efforts are sufficiently effective to produce the desired results. Two issues are addressed in this article: (a) whether or not enhancing the personal initiative of owner-managers improves the performance of small businesses, and (b) the moderation of the content and effectiveness of a short training intervention by means of a longitudinal evaluation study, including a control group. The findings show an increase in the training group's business activities and performance, and also identify the varied contributions of the components of the training.

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Mandhachitara, Rujirutana, and Siriporn (NaPombhejara) Allapach. "Small business performance in Thailand: key success factors." Journal of Research in Marketing and Entrepreneurship 19, no. 2 (October 16, 2017): 161–81. http://dx.doi.org/10.1108/jrme-06-2016-0018.

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Purpose This paper investigates how affirmative leadership management styles, market orientation and marketing intelligence drive the performance of small business enterprises in Bangkok, Thailand. Design/methodology/approach Small business performance is a formative measurement consisting of financial and marketing metrics. Other constructs are reflective. Some 200 manager-owners of small businesses were interviewed. The authors use structural modeling, partial least squares (PLS). Research limitations/implications The data were collected from two of 50 districts in Bangkok. The study is cross-sectional. Performance measures were self-reported. Practical implications Building and exercising affirmative leadership skills and behaviors in small business operations is crucial. Small businesses should focus their recruitment on this quality. Affirmative leaders must create and promote a systematic approach to gathering and analyzing market intelligence on customers and competitors and utilize this strategically. Originality/value This empirical paper establishes two important mediating roles of market orientation. First, affirmative leadership is necessary to motivate a market-oriented enterprise in its successful performance. Second, marketing intelligence contributes to business performance when it is driven by market orientation.

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Mahadea, D. "Achievement motivation and small business success in Transkei." Development Southern Africa 11, no. 1 (February 1994): 91–98. http://dx.doi.org/10.1080/03768359408439731.

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Mbah Takwi, Francis. "Business Management and Innovation: A Critical Analysis of Small Business Success." American Journal of Operations Management and Information Systems 5, no. 3 (2020): 62. http://dx.doi.org/10.11648/j.ajomis.20200503.15.

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Anthony, Kifordu Anyibuofu, Sunday Isaac Eneh, Charles Effiong, and Idorenyin Udo Etuk. "Entrepreneurship dexterity and small business success culture in Nigeria." Linguistics and Culture Review 6 (March 1, 2022): 857–78. http://dx.doi.org/10.21744/lingcure.v6ns1.2171.

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The study focuses on the effect of entrepreneurship dexterity on small business success culture in Nigeria. The specific objectives are to examine the effect of entrepreneurship innovativeness on small business success culture, determine the effect of entrepreneurship creativity on small business success culture and determine how entrepreneurship risk-taking affect sme accomplishment. The population consists of 100 staff in the selected microfinance banks in three senatorial districts in Delta State. The findings of the study showed that entrepreneurship innovativeness has a significant effect on small business success cultures, entrepreneurship creativity has a significant effect on small business success culture, and entrepreneurship risk-taking has a significant effect on small business success culture. The study concluded that innovativeness influences small business success as innovation will enable the firm to improve on current lines of products, bring into the market new products and use better production techniques or equipment that will enhance productivity. The study recommended that innovativeness dexterities increase the likelihood that a firm will realize first-mover advantage and capitalize on emerging market opportunities and generate extraordinary economic performance.

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Perry, Alvin, Emad Rahim, and Bill Davis. "Startup Success Trends in Small Business Beyond Five-Years." International Journal of Sustainable Entrepreneurship and Corporate Social Responsibility 3, no. 1 (January 2018): 1–16. http://dx.doi.org/10.4018/ijsecsr.2018010101.

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While entrepreneurs help to drive venture growth through business development in their respective cities, approximately 50% of new business ventures fail within the first 5 years of operation. Boss concluded that over 60% of entrepreneurs and small business owners fail within the first 6 years of doing business. This article examines some of the main factors that support early growth stage entrepreneurial sustainability for small business startups. In this article, entrepreneurship success factors, failure rates and sustainability are examined through qualitative research, expanding on factors identified in previous studies and applying them to different geographical areas. The results of this study can help reduce the number of small business failures by providing actionable knowledge to entrepreneurs in the start-up and early growth stages of business development.

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Owens, Kimberly S., Jeral R. Kirwan, John W. Lounsbury, Jacob J. Levy, and Lucy W. Gibson. "Personality correlates of self-employed small business owners' success." Work 45, no. 1 (2013): 73–85. http://dx.doi.org/10.3233/wor-121536.

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DeLone, William H. "Determinants of Success for Computer Usage in Small Business." MIS Quarterly 12, no. 1 (March 1988): 51. http://dx.doi.org/10.2307/248803.

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Johnstone, Marc. "Applying small business success strategies in the corporate world." Handbook of Business Strategy 6, no. 1 (December 2005): 235–38. http://dx.doi.org/10.1108/08944310510557530.

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Watson, Kathryn, Sandra Hogarth‐Scott, and Nicholas Wilson. "Small business start‐ups: success factors and support implications." International Journal of Entrepreneurial Behavior & Research 4, no. 3 (December 1998): 217–38. http://dx.doi.org/10.1108/13552559810235510.

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Möller, Kristian, and Mai Anttila. "Marketing capability—A key success factor in small business?" Journal of Marketing Management 3, no. 2 (January 1987): 185–203. http://dx.doi.org/10.1080/0267257x.1987.9964038.

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Walker, Elizabeth, and Alan Brown. "What Success Factors are Important to Small Business Owners?" International Small Business Journal: Researching Entrepreneurship 22, no. 6 (December 2004): 577–94. http://dx.doi.org/10.1177/0266242604047411.

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Hawarden, Verity, and Amy Fisher Moore. "Love books: sustained success amidst uncertainties." Emerald Emerging Markets Case Studies 11, no. 4 (December 6, 2021): 1–30. http://dx.doi.org/10.1108/eemcs-04-2021-0115.

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Subject area: The sub field of academia that the case is designed to teach is small business development, entrepreneurship or women in business. Study level/applicability: This case is appropriate for graduate and post-graduate, MBA and executive education students focusing on entrepreneurship, small business development or women in business. Case overview This real-life case is based on interviews that took place with Kate Rogan, the co-founder of Love Books, and other stakeholders associated with the small bookselling business that is based in the suburb of Melville in Johannesburg. It describes how Rogan’s past influenced how she saw and was open to the opportunity; and how, through passion, commitment, dedication and stakeholder management, she created a business that brought meaning to her and others’ lives. Rogan’s vast experience in editing, publishing and radio influenced how she evaluated the bookstore opportunity. For the past 11 years, she focused on building a loyal customer base through knowing her customers, staying on top of current industry and market trends and constantly thinking about how she could add value through minimal financial outlay. COVID-19 further complicated her thinking about how to traditionally market and sell books to her client base. As the case concludes, Rogan wonders how to build upon the foundations of her successful bookshop and grow profitability while remaining true to her and the business’s values. Expected learning outcomes The case allows students to consider the key enablers for assessing entrepreneurial opportunities and drivers of small business growth. Following discussion and analysis of the case, students should be able to: explore how cognitive dynamics affect an entrepreneur’s evaluation of opportunities; analyze the case against the 4Cs (continuity, community, connection and command) of competitive business advantage; evaluate building blocks for sustainable business profitability; and assess and recommend different learnings for entrepreneurs and small business owners. Supplementary materials Teaching notes are available for educators only. Subject code CSS 7: Management Science.

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Mohsen Al Faqeeh, Fatima, and Syed Zamberi Ahmad. "Royal Transportation Management System – journey to success." Emerald Emerging Markets Case Studies 4, no. 1 (February 18, 2014): 1–10. http://dx.doi.org/10.1108/eemcs-06-2013-0110.

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Subject Area Total quality management, logistic, entrepreneurship, management and small business management. Study level/applicability The case is relevant for undergraduates specializing in business. The case incorporates courses such as entrepreneurship and small business management. Case overview This case study outlines the factors behind the success of the Royal Transportation Management Systems Company. This company was established in 2007 and has become one of the most successful valet parking companies in Abu Dhabi. The case study will also highlight the company's core concept which is quality as baseline towards success of the business and how this has influenced the success of the company. Expected learning outcomes The case can be used to understand management concepts in entrepreneurship, small business management, and total quality management concepts in the provision of high-quality services, and help students to understand marketing strategies for developing a successful small business. Supplementary materials Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.

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Rifa’i, Muhamad, Suprihatin Suprihatin, and Warter Agustim. "KOMPETENSI WIRAUSAHA, PEMBINAAN, SERTA LOKASI USAHA PENGARUHNYA TERHADAP KESUKSESAN BERWIRAUSAHA BAGI PELAKU USAHA SKALA MIKRO." J-MACC : Journal of Management and Accounting 2, no. 2 (October 30, 2019): 159–73. http://dx.doi.org/10.52166/j-macc.v2i2.1665.

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Success in conducting business activities carried out by small businesses often faced with the many issues faced. These obstacles often make small businesses difficult to develop. This research aims to describe the influence of entrepreneurial competency, coaching and business location to the success of entrepreneurial in small business traders located in the village of Tlogomas Malang. The approach used is quantitative. The results of the study showed that competence has no significant effect on successful business. Coaching variables influence positively but also insignificant to business success. While the location of business affects positively and significantly to the success of the business, but simultaneously competence, coaching, and business locations influence positive and significant to the success of the business.

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KELMAR, JOHN H. "MEASUREMENT OF SUCCESS AND FAILURE IN SMALL BUSINESS: A TWO-FACTOR APPROACH." Journal of Enterprising Culture 01, no. 03n04 (January 1994): 421–36. http://dx.doi.org/10.1142/s0218495894000082.

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This paper proposes that the measurement of success and failure in small business does not present itself as a continuum, as implied by many of the papers published in the area of small business research. In addressing the criteria which has been expressed as indicative of small business failure it has often been assumed that the elimination of these aspects will henceforth create a successful small business. Similarly, if a small business fails to address those issues which are indicative of success, then it is often purported to be heading toward failure. This implied success-failure continuum often does not appear to exist, and the preferred approach is that a “Two-Factor Theory of Small Business Performance” tends to be more indicative of the true nature of the research findings. This concept presupposes that the opposite of success is non-success, and the opposite of failure is non-failure, as shown by comparing the results of published material in the field of small business.

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Fitriany, Fitriany, and Zainal Abidin. "Analysis of Strategic Factors Affecting the Success of Small Enterprises in South Sulawesi." KINERJA 22, no. 2 (November 6, 2018): 113–25. http://dx.doi.org/10.24002/kinerja.v22i2.1808.

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The purpose of the present study is to analyse the effect of managerial competence, information access on cost, benefit differentiation of small business products. This research is done in five district in South Sulawesi— Makassar, Maros, Bantaeng, Bulukumba and Tanah Toraja. The populations of this study are owners and managers of food and beverage business, wood and rattan furniture, convection and apparel. The sample was chosen purposively for 170 responders. Survey and questionnaire were used in data collection. Then the data were analysed descriptively and structural equation model with AMOS (Analysis of moment structural) program.The results of the study show that the success of small-scale enterprises is directly influenced by strategic factors, namely managerial competence, information access, and product differentiation. The factors of negative cost advantage but significant influence the success of the business because customers prefer the uniqueness. If small entrepreneurs in South Sulawesi want to succeed, then it should pay attention to the factor of product differentiation superiority because the influence is big enough and significant to the success of small business. This identifies that small business products should be more unique in terms of more value than a cheaper price.Keywords: Manager's Competence, Access to Information, Cost Advantage, Advantage of Deferment, Business Success.

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Goldenberg, Sheldon, and Theresa Kline. "An Exploratory Study of Predicting Perceived Success and Survival of Small Businesses." Psychological Reports 85, no. 2 (October 1999): 365–77. http://dx.doi.org/10.2466/pr0.1999.85.2.365.

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This study examined a variety of predictors as they related to survival of small businesses and their perceived success. Specifically, we assessed the relationships of perceptions of success and survival of small businesses with the motivational sources to begin the business, the four requirements cited by Drucker (1985), marketing and business planning activity, financial base, handling of business problems and identified sources of assistance with those problems, and demographics or business backgrounds of the small business owners. 128 small business owners representing the service, manufacturing, and retail sectors were interviewed. The marketing variables were the only ones that were predictive of success, suggesting the need for a more comprehensive framework to assess success of small businesses.

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Hyder, Shabir, and Robert N. Lussier. "Why businesses succeed or fail: a study on small businesses in Pakistan." Journal of Entrepreneurship in Emerging Economies 8, no. 1 (March 7, 2016): 82–100. http://dx.doi.org/10.1108/jeee-03-2015-0020.

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Purpose – The aim of this paper is to examine the factors that lead to either success or failure of small firms in Pakistan. Design/methodology/approach – This study methodology is a survey research applying the Lussier Model of business success and failure with a sample of 143 small businesses to better understand the reasons of their success or failure using logistic regression statistical analysis. Findings – Results indicate that business planning, proper employee staffing, adequate capital inflows and partnerships are important for the viability and success of small businesses in Pakistan. Practical implications – Results provide further support for the validity of the Lussier Model in Pakistan and globally. Thus, small business owner/managers can use the model to help improve their chances of success and to avoid failure. Other stakeholders, including parties that assist and advise them, investors and institutions who/that provide them with capital and other resources and communities and society by and large, can also benefit from this model. The results and discussion also provide information to assist public policymakers in developing programs to support small business development. Originality/value – This is the first study on success and failure of small businesses in Pakistan. With the great discrepancy in the literature as to which variables, in fact, distinguish success from failure, there is no accepted theory. Thus, this study contributes to the literature to better understand why some businesses succeed and others fail, and it supports the use of the Lussier Model globally.

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Ritz, Wendy, Marco Wolf, and Shaun McQuitty. "Digital marketing adoption and success for small businesses." Journal of Research in Interactive Marketing 13, no. 2 (June 10, 2019): 179–203. http://dx.doi.org/10.1108/jrim-04-2018-0062.

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Purpose This paper aims to examine small business’ participation in digital marketing and to integrate the do-it-yourself (DIY) behavior model and technology acceptance model (TAM) so as to explore the motivations and expected outcomes of such participation. Design/methodology/approach Data from 250 small business owners/managers who do their own digital promotion are collected through an online survey. Structural equation modeling is used to analyze the relationships between the models. Findings The results contribute to the understanding of small business’ digital marketing behavior by finding support for the idea that the technological benefits may not be the only motivators for small business owner/managers who undertake digital marketing. Moreover, and perhaps more importantly, the authors find that the DIY behavior model applies to small business owner/managers who must perform tasks that require specialized knowledge. Research limitations/implications The limitations of this research are that the motivations to undertake digital marketing are limited to those contained in the DIY and TAM models, and the sample may not be representative of all owners and managers who perform digital marketing for their small businesses. Therefore, future research is needed to determine if further motivations to conduct digital marketing exist and whether other samples produce the same interpretations. Originality/value This study presents empirical evidence supporting the application of the DIY model to a context outside of home-repair and extends the understanding of digital footprint differences between large and small businesses.

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Kim, Dong-Kyu, and Tae-Jin Park. "A Study on Success Factors of Small Business Start-Ups." Korean-Japanese Jounal of Economics and Management Studies 89 (November 30, 2020): 43–69. http://dx.doi.org/10.46396/kjem.89.3.

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Gadenne, David. "Critical Success Factors for Small Business: An Inter-industry Comparison." International Small Business Journal: Researching Entrepreneurship 17, no. 1 (October 1998): 36–56. http://dx.doi.org/10.1177/0266242698171002.

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Lekovic, Bozidar, and Slobodan Maric. "Measures of small business success/performance: Importance, reliability and usability." Industrija 43, no. 2 (2015): 7–26. http://dx.doi.org/10.5937/industrija43-7209.

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LOSCOCCO, KARYN A., and JOYCE ROBINSON. "BARRIERS TO WOMEN'S SMALL-BUSINESS SUCCESS IN THE UNITED STATES." Gender & Society 5, no. 4 (December 1991): 511–32. http://dx.doi.org/10.1177/089124391005004005.

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Millsteed, Jeannine, Janice Redmond, and Elizabeth A. Walker. "Small business ownership for occupational therapists: key factors for success." International Journal of Entrepreneurship and Small Business 27, no. 4 (2016): 425. http://dx.doi.org/10.1504/ijesb.2016.075013.

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Simpson, Mike, Nicki Tuck, and Sarah Bellamy. "Small business success factors: the role of education and training." Education + Training 46, no. 8/9 (October 2004): 481–91. http://dx.doi.org/10.1108/00400910410569605.

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Bird, Sharon R., Stephen G. Sapp, and Motoko Y. Lee. "Small Business Success in Rural Communities: Explaining the Sex Gap*." Rural Sociology 66, no. 4 (October 22, 2009): 507–31. http://dx.doi.org/10.1111/j.1549-0831.2001.tb00082.x.

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Frey, Robert S. "Small business knowledge management success story?this stuff really works!" Knowledge and Process Management 9, no. 3 (2002): 172–77. http://dx.doi.org/10.1002/kpm.147.

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COY, STEVEN P., MARGARET F. SHIPLEY, KHURSHEED OMER, and RAO NISAR A. KHAN. "FACTORS CONTRIBUTORY TO SUCCESS: A STUDY OF PAKISTAN'S SMALL BUSINESS OWNERS." Journal of Developmental Entrepreneurship 12, no. 02 (June 2007): 181–98. http://dx.doi.org/10.1142/s1084946707000617.

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Small business and entrepreneurship have been at the heart of Pakistan's economy for almost 60 years, yet little (if any) research has been conducted that identifies factors crucial for small business success in Pakistan. In the past, studies identifying factors crucial for small business success have focused primarily on the United States and Western Europe. This paper presents survey results from 265 small business owners located in and around Karachi, the largest city and hub of economic activity in Pakistan. The survey was designed to identify the internal and external factors that Pakistani small businesspersons believe are critical for success.

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Baidoun, Samir D., Robert N. Lussier, Maisa Burbar, and Sawsan Awashra. "Prediction model of business success or failure for Palestinian small enterprises in the West Bank." Journal of Entrepreneurship in Emerging Economies 10, no. 1 (March 5, 2018): 60–80. http://dx.doi.org/10.1108/jeee-02-2017-0013.

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Purpose The aim of this study is to examine the factors that lead to success or failure of a small business in the West Bank of Palestine. Design/methodology/approach This study methodology is a survey research, testing the Lussier model of business success and failure with a sample of 246 small businesses (90 failed and 156 successful) to better understand the reasons of their success or failure using logistic regression statistical analysis. Findings The model is significant (p = 0.000); it will predict a group of businesses as successful or failed more accurately than random guessing 99 per cent of the time. The model will also predict a specific small firm as successful or failed 94 per cent of the time vs. 50 per cent for random guessing. The r-square is very high (r = 0.70), indicating that the model variables are, in fact, significant predictors of success or failure. Results indicate that having adequate capital, keeping good records with financial controls, making plans and getting professional advice on how to manage the firm are the most important factors for the viability and success of small businesses. Practical implications With the high rate of small business failure globally, results of this study provide a list of variables that contribute to the success of small firms. Firms that focus on these important factors will increase their odds of success. Thus, avoiding failure, firms better utilize resources that contribute to economic growth. Originality/value This is the first study that looks at success and failure of small businesses in Palestine. There is no one single accepted theory that may be applied to small businesses. This paper aims to further contribute to the global validity of Lussier success and failure model moving toward a theory to better understand why some businesses succeed and others fail.

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Schaupp, Ludwig Christian, and France Bélanger. "Social Commerce Benefits for Small Businesses." Journal of Organizational and End User Computing 28, no. 3 (July 2016): 49–66. http://dx.doi.org/10.4018/joeuc.2016070104.

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Small businesses represent an important element of many western economies. However, they often struggle with resources needed to succeed, and small business owners often have to perform many, if not all, roles in their organizations. One of the key functions that small businesses need to excel at for business success today is social commerce since much of their business is migrating towards the use of social media for business. In this study, determinants of social commerce benefits for small businesses are explored. Using survey data from 60 small companies, this research identifies stakeholder pressure and partner pressure as the most significant factors in determining social commerce benefits for small business. Implications of these findings and provide suggestions for future research are discussed.

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Journal articles on the topic 'Small-business success'

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