management practice is how hidden potentials are set free and how they intrinsically motivate employees according to their …

a small business context. It is relevant to wide ranging local, national and European policies to develop SME … entrepreneurial leadership practice and SME growth. Leadership is probably the most important factor to business success (Analoui and … posed (Wengraf 2004). The sample is drawn from owners of small medium enterprises (SMEs) registered on a leadership and …

This paper investigates how Chinese SMEs configure marketing, cost-control, and innovation strategies in order to … attain better organizational effectiveness. Rather than the more standard approach of suggesting that SMEs focus exclusively … strategies, organizational effectiveness will be improved. Data collected from 133 small and medium-sized Chinese SMEs verified …

The entrepreneurship literature teaches us that the aspirations and competence of SME owner-managers as well as their … strategic management behaviour can influence both the development and performance of their firm. However the research issues …, an empirical study of 357 Canadian and French SMEs was thus undertaken. The results reveal significant differences …

differences between SME owners/managers in Australia and Italy. The paper used interviews from SME owner/managers from Italy and … Australia. The findings confirm a small generational cohort impact across the two countries in affecting how SMEs owner … as a potential innovation is the norms of the SME owner/manager, irrespective of the country. …

SMEs are slightly overlookedin the open innovation literature, whichprovides a scarcity of studies on therisks residing … in open innovationprojects involving SMEs and even fewerattempts to assess the mitigationpotential of these dangers. The … limitedliterature written on SMEs and openinnovation highlights the motives, thebenefits and the barriers these enginesof economy …

In this paper, we present the results of a French empirical study, COMPETE, which covers a sample of 600 SMEs. We … notably show that : (i) SMEs which supplement their internal knowledge and resources with external and various knowledge have …

particularly fits SMEs (small-medium enterprises) that generally have a few resources to invest. In the case of emerging markets … because of the high psychic distance, SMEs tend to rely on their distributors for the business operations in the new market …. Managerial implications are discussed on the extent to which SMEs are not able to replicate marketing strategies used in other …

particular, small and medium enterprises (SMEs) whose core competencies do not include Information Technology (IT) can benefit … cloud sourcing in SMEs, including work by one of the authors, has largely focused on single context (country) cloud adoption … computing adoption and perspectives of SMEs, across two countries: Germany and New Zealand, and seeks to clarify and compare …