黑龙江省《小企业会计准则》执行情况调查研究

基于对黑龙江小企业一年来执行《小企业会计准则》情况的问卷调查发现,小企业在财务管理上普遍存在内控机制缺失、从业人员专业水平不高、账务处理不规范、企业经营者对执行《小准则》不重视、财务人员缺乏专业培训及缺少外部推动力等问题,同时,在执行《小准则》的过程中,有些小企业遇到《小企业会计制度》与《小准则》衔接不畅和会计处理增加等制度障碍。为有效促进小企业执行《小准则》,提出小企业应规范会计基础工作、加强内部控制、强化会计从业人员培训、强化外部力量的助推作用和提高《小准则》自身执行力等对策建议。     

《小企业会计准则》相关的问题调查研究——以嘉兴地区为例

2012年是实施《小企业会计准则》前的关键一年,各地财政、税务等部门均纷纷加强了《小企业会计准则》的贯彻实施工作.通过调查,我们充分了解了小企业会计人员对于《小企业会计准则》的认识和掌握情况.一方面,可以帮助有关培训单位了解培训的效果;另一方面,还可以发现执行《小企业会计准则》的难点所在.     

小企业固定资产后续支出的财税处理

《企业会计准则》、《企业会计制度》和《小企业会计制度》中有关固定资产后续支出的会计处理规定不尽相同,而与现行企业所得税法的相关规定也多有差异,因此执行这些准则、制度的企业,年度企业所得税纳税申报时,涉及固定资产后续支出的纳税调整也比较频繁。《小企业会计准则》采取了会计与税收趋同的原则,对于小企业固定资产后续支出,其账务处理与所得税处理的规范文字几乎完全相同,这就减轻了小企业所得税申报时的纳税调整负担。本文以《小企业会计准则》和《企业所得税法》及其《实施条例》为依据,讨论执行《小企业会计准则》的单位,固定资产后续支出的内容分类、折旧或摊销规定及相应的账务处理。     

我国《小企业会计准则》执行情况分析及对策研究

《小企业会计准则》2013年1月1日正式实施,标志着由适用于大中型企业的企业会计准则和适用于小微企业的小企业会计准则共同构成的中国企业会计标准体系基本建成。根据准则执行一年多来的情况,深入分析实施取得的成效和存在的问题,并有针对性提出了解决的对策,加快推动《小企业会计准则》有效贯彻实施。     

《小企业会计准则》亮点分析及其企业实施对策探讨

为了促进小企业发展以及财税政策日益丰富完善,要求相关小企业自2013年11月1日起执行《小企业会计准则》。《小企业会计准则》的出台形成了其独特的亮点,包括：“分立法”模式特点、取代《小企业会计制度》、简单、明了的账务处理风格、有序衔接《企业会计准则》等。通过分析在新会计准则实施的中小企业财务现状,提出相应的实施对策,包括：提高企业上下意识新会计准则的意义、提高财税人员的业务素质、部署《小企业会计准则》实施配套工作等等六大对策,从而稳步推进新的《小企业会计准则》在中小企业顺利的实施,促进中小企业财税政策的丰富和完整,保证中小企业顺应市场发展的要求。     

《小企业会计准则》与《企业会计准则》的比较

国际会计准则及各国制定的会计准则大部分是针对大中型企业和上市公司,很少会考虑到中小企业的会计需要,致使一部分中小企业由于实施国际会计准则的成本太高,出现背离国际会计准则、执行不严、实施质量不高等迹象。而我国制定的《小企业会计准则》与《企业会计准则》之间的差异,主要在于《小企业会计准则》简化了核算要求,可以满足税收征管信息需求,有助于银行提供信贷,有助于和企业会计准则衔接等方面。对于小企业加强财务核算,提高内部管理水平,促进小企业健康发展具有重要的现实意义。     

财经速递

会计财政部就《小企业会计准则》征求意见根据2010年会计管理工作计划,财政部拟在总结《小企业会计制度》执行情况的基础上,充分借鉴《企业会计准则》的制定经验,制定我国《小企业会计准则》。为此,财政部下发了《关于征求〈小企业会计准则〉意见的通知》(财会便[2010]15号),要求各地开展调研。调研的内容包括关于《小企业会计准则》的适用范围、     

财经速递

会计财政部发布《小企业会计准则》最近,财政部正式发布《小企业会计准则》,自2013年1月1日起在全国小企业范围内实施,同时,鼓励有条件的小企业提前执行,鼓励微型企业参照执行。《小企业会计准则》是在借鉴《中小主体国际财务报告准则》简化处理的核心理念基础上,充分考虑我国小企业规模较小、业务较为简单、会计基础较为薄弱等实际情况"量身定做"而成的,具有五个鲜明特点和主要创新:一是既以国际趋同为努力方向,又立足于我国小企业发展的实际;二是既保持自身体系完整,又与《企业会计准则》有序衔接;     

《小企业会计准则》与所得税法的协同与差异

2013年施行的《小企业会计准则》对进一步规范小企业核算行为,提高会计信息质量具有重要意义。本文阐述了《小企业会计准则》与企业所得税法的协同和差异,从而便于小企业会计人员更好地了解、执行新准则。     

浅议小企业会计准则的特点及其实施对策

《小企业会计准则》将自2013年1月1日起在全国小企业范围内施行。新准则的出台必将为陷入困境的小企业在提升会计核算水平、加强内部管理、扩大融资渠道、促进税负公平等各方面提供有力支持。《小企业会计准则》与《企业会计准则》相比具有核算要求简单、简化了所得税核算、降低了报告成本等特点。小企业应该通过建立健全内部控制制度、改善小企业的内外部经营环境等措施保证《小企业会计准则》的顺利实施。     

Women business owners in traditional and non-traditional industries

Small businesses continue to grow in importance to the national economy. According to the Small Business Administration, America's 22 million small businesses generate more than half of the nation's Gross Domestic Product and are the principal source of new jobs. The National Foundation for Women Business Owners reported that between 1987 and 1994, the number of women-owned businesses grew by 78% and women-owned firms accounted for 36% of all firms. Although the growth in the number of women-owned businesses is encouraging, the size of such businesses remains small in terms of both revenues and number of employees, especially in comparison to male-owned businesses. One explanation for this disparity is that female business ownership is concentrated primarily in the retail and service industries where businesses are relatively smaller in terms of employment and revenue as opposed to high technology, construction, and manufacturing.One of the most fruitful streams of research in women's occupational choice has been based on social learning theory. Specifically, self-efficacy has been found to relate to both type and number of occupations considered by college men and women, and with regard to traditional and non-traditional occupations. Entrepreneurship researchers have also used social learning theory to study entrepreneurial intentions. This study builds on that background of women's career development and entrepreneurial intentions to examine differences between traditional and non-traditional women business owners. We examine 170 women business owners in various traditional and non-traditional businesses in Utah and Illinois. Questionnaires were the primary method of collecting data, in addition to 11 in-depth interviews from a sample of the survey respondents. Using a careers perspective, based on social learning theory, we hypothesized that women in these two different categories of industries would differ on levels of self-efficacy toward entrepreneurship or venture efficacy, their career expectations and their perceived social support. A second analysis was also done that explored the relationship between the same independent variables and success or performance of the business. The results offer support for using this integrative model to understand differences between women in traditional and non-traditional industries. The first analysis revealed that significant differences exist between the two groups on several of the independent variables. Traditional business owners had higher venture efficacy for opportunity recognition, higher career expectations of life balance and security and they reported that the financial support received from others was more important to them than those in non-traditional businesses. On the other hand, the non-traditional owners had higher venture efficacy for planning and higher career expectations for money or wealth than the traditional group.The second analysis explored whether success, as measured by sales, was affected by differences in venture efficacies, career expectations, or perceived support received by women in traditional businesses as compared to those in non-traditional ones. This analysis revealed that traditional women business owners might have different factors that contribute to their success than non-traditional owners. Specifically, for the traditional owners, venture efficacies for opportunity recognition and economic management as well as the career expectation of autonomy and money (or wealth) were positively related to sales. For the same group efficacy toward planning and the need for security were negatively related to sales. For the non-traditional women, venture efficacy toward planning and the career expectation of autonomy were positively related to sales while the expectation of money or wealth was negatively related. Also for the same group, the perceived importance of the emotional and financial support was negatively related to sales.In the past, most of the entrepreneurial research has used predominantly male samples of entrepreneurs. Those that include women entrepreneurs generally are comparative, between men and women. This study's comparison of two groups of women entrepreneurs offers a unique contribution to the field.Future research is recommended to further understand how venture efficacy and career expectations affect the decision to start a new business in a particular industry. It would be particularly beneficial to study venture efficacy and career expectations of prospective women entrepreneurs prior to the start of the business. Similarly, greater attention should be given to understanding how venture efficacy develops in different individuals.     

Small Business–Nonprofit Collaboration: Locally Owned Businesses Want to Take Their Relationships With Community-Based NPOs to the Next Level

This two-part, mixed-methods study explored how and why small businesses engage in both philanthropic and transactional partnerships with community-based nonprofits (NPOs), and what business owners expect from their nonprofit partners. Findings from focus groups and a survey indicate that U.S. small businesses (a) are interested in a higher representation on nonprofit boards; (b) are more likely to support NPOs that focus on the local community’s needs; and (c) seek long-term, committed partnerships with NPOs to jointly address communal issues rather than one-time contributions or sponsorships. The study adds to the literature on nonprofit–business collaboration by applying the concepts of integrative (Austin, 2000) and communal (Cho & Kelly, 2014) relationships in the context of locally owned businesses and community-based NPOs rather than more commonly studied large corporations and national/international nonprofits. These findings also offer practical recommendations for the leadership of community nonprofits interested in enhancing their relationships with small businesses.     

The 1982 Characteristics of Business Owners dataset

The 1982 Characteristics of Business Owners (CBO) dataset is a microdata file containing data on approximately 91,000 small businesses and 100,000 owners of those businesses. This dataset is unique in that it unites information on the personal attributes of business owners with information on various attributes of their businesses. The CBO dataset is also distinguished by the large volume of data that it contains on minority and female business owners and their businesses. This paper provides an overview of the coverage and contents of the dataset, and the design of the survey upon which it is based. In addition, the strengths and limitations of the CBO dataset are discussed and illustrated through synopses of studies that made use of these data.Economist, U.S. Small Business Administration, Washington, D.C. The views expressed in this paper are the authors and do not necessarily represent those of the U.S. Small Business Administration.     

How entrepreneurship ecosystem influences the development of frugal innovation and informal entrepreneurship

This article critically analyses how the entrepreneurial ecosystem and institutional environment influences the development of frugal innovation and informal entrepreneurship. There is a dearth of empirical research on African entrepreneurship ecosystems and complementors that produce innovations in the informal sector. We address this gap, by examining why and how informal businesses operate and evolve. Based on a qualitative approach, interviewing 20 business owners in Nigeria, two focus groups meeting with 5 and 7 business associations leaders, respectively, we examine the role of institutional environments, how entrepreneurs operate and overcome the barriers to entrepreneurship. The results reveal a model of determinants of frugal innovation and informal entrepreneurship ecosystem comprising formal/informal rules, access to market, and family as important elements that act as a means to effective knowledge flows, networking, capital, and resources sharing.     

Characteristics of Asian and white female business owners

Abstract The study was designed to compare the demographic profile, business characteristics and entrepreneurial profile of Asian and white women owning small businesses in the clothing sector in Manchester. Data were collected through personal interviews administered to a population of 60 women (30 Asian and 30 white). Results revealed that the Asian and white entrepreneurs differed significantly in their level of education, type of family and family size. The business characteristics assessed by the entrepreneurs themselves were similar. The majority of Asian entrepreneurs had prior experience of business ownership. In addition, these respondents mentioned a desire to earn more money as the primary reason for starting their venture, whereas the white entrepreneurs were motivated by the feeling of independence that they obtained through ownership. Only a few respondents had received any business-related training during the start-up phase. Personal savings and family contributions were most commonly cited as major capital sources used to start the business. The biggest problem for Asian respondents concerned the management of business, whereas for white women it was attracting customers. Our results raise broader concerns regarding the formulation and implementation of special policy measures designed to assist female business owners in the small-business sector.     

Capital structure decision making: A model for family business

Most theoretical and empirical studies of capital structure focus on public corporations. Only a limited number of studies on capital structure have been conducted on small-to-medium size enterprises (SMEs), and this deficiency is particularly evident in investigations into factors that influence funding decisions of family business owners.Theory indicates that there is a complex array of factors that influence SME owner-managers' financing decisions. Recent family business literature suggests that these processes are influenced by firm owners' attitudes toward the utility of debt as a form of funding as moderated by external environmental conditions (e.g., financial and market considerations).A number of other factors have been shown to influence financing decisions including culture; entrepreneurial characteristics; entrepreneurs' prior experiences in capital structure; business goals; business life-cycle issues; preferred ownership structures; views regarding control, debt–equity ratios, and short- vs. long-term debt; age and size of the firm; sources of funding for growth; attitudes toward debt financing; issues relating to independence and control; and perceived risk and attitudes toward personal risk.Although these factors have been identified, until now there does not appear to have been any attempts to develop empirically-based models that show relationships between these factors and family business owners' financing decisions. Utilizing theories derived from divergent disciplines, this study develops an empirically tested structural equation model of financing antecedents of family businesses. Participants of our study involved a random sample of 5000 business owners who were mailed a 250-item Australian Family and Private Business questionnaire developed specifically for this investigation.Notably, our findings reveal that firm size, family control, business planning, and business objectives are significantly associated with debt. Small family businesses and owners who do not have formal planning processes in place tend to rely on family loans as a source of finance. However, family businesses in the service industry (e.g., retailers and wholesalers) are less likely to use family loans as are those owners who are planning to achieve growth through new products or process development. Use of capital and retained profits is likely for family businesses planning to achieve growth through an increase in sales but less is likely for family businesses in the manufacturing sector and lifestyle firms. In addition, debt and family loans are negatively related to capital and retained profits. Equity is a consideration for owners of large businesses, young firms, and owners who plan to achieve growth through increasing profit margins. However, equity is less likely to be a consideration for older family business owners and owners who have a preference for retaining family control.Our findings suggest that the interplay between multiple social, family, and financial factors is complex. In addition, our findings indicate the importance of utilizing theories that also help to explain behavioral factors (e.g., owners' needs to be in control) that affect financial structure decision-making processes. Practitioners and researchers should consider the dynamic interplay among business characteristics (e.g., size or industry), behavioral aspects of business financing (e.g., business objectives), and financial factors (e.g., gearing levels) when working with and researching family enterprises.     

Financial bootstrapping in small businesses: Examining small business managers' resource acquisition behaviors

In recent years, small businesses have received much attention from policy makers and researchers, in that these businesses are considered important for economic growth and job creation. At the same time small businesses are assumed to face major problems in securing long-term external finance, which is regarded as restraining their development and growth. Small business managers are assumed to use institutional finance as a means of meeting the need for resources, and as a consequence the major part of the research on small business finance has focused on constraints in the supply of institutional (market) finance.As we see it, most small business managers handle the need for resources using means other than external finance by applying different kinds of financial bootstrapping methods. Financial bootstrapping refers to the use of methods for meeting the need for resources without relying on long-term external finance from debt holders and/or new owners. However, these other means of resource acquisition have, with few exceptions, not been focused on within earlier research on small business finance. Against this background, the purpose of this study is to describe small business managers' use of different financial bootstrapping methods, and, more importantly, to develop concepts that can help us better understand small business managers' financial bootstrapping behaviors.The research process was initiated with a number of unstructured interviews conducted with small business managers, accountants, consultants, bank officials, and researchers, in order to identify different financial bootstrapping possibilities. On the basis of the interviews and an earlier study on financial bootstrapping, resulting in the identification of 32 bootstrapping methods, a questionnaire was constructed and sent to 900 small business managers in Sweden. Given the limited knowledge within the area of financial bootstrapping, the study is based on explorative factor analysis and cluster analysis.From the cluster analysis six clusters of bootstrappers were identified, differing from each other with respect to the bootstrapping methods used and the characteristics of the business. On the basis of this information the different clusters were labeled: (1) delaying bootstrappers; (2) relationship-oriented bootstrappers; (3) subsidy-oriented bootstrappers; (4) minimizing bootstrappers; (5) non-bootstrappers; and (6) private owner-financed bootstrappers. The groups of financial bootstrappers show differences in their orientation toward resource acquisition, representing different aspects of an internal mode of resource acquisition, a social mode of resource acquisition, and a quasi-market mode of resource acquisition. We find that the delaying bootstrappers, private owner-financed bootstrappers, and minimizing bootstrappers all represent an internal mode of resource acquisition. The relationship-oriented bootstrappers follow a socially oriented mode of resource acquisition, whereas the subsidy-oriented bootstrappers apply quasi-market oriented resource acquisition.This study contributes to our empirical understanding by providing knowledge about the financial bootstrapping methods used in small businesses. Furthermore, by developing concepts this study contributes to the conceptual development of our knowledge about financial bootstrapping. The implication of this study is that financial bootstrapping is a phenomenon which deserves more attention in future research on small business finance. At the same time, financial bootstrapping behavior is probably a more general phenomenon, appearing in different contexts, such as R&D activities in large businesses, financing start-ups, etc. Finally, the study points out implications for small business managers, consultants, teachers, etc. Practitioners often tend to focus on market solutions to resource needs. This study shows, however, that this strong focus can be questioned. Resources needed in small businesses can in many situations be secured using financial bootstrapping methods, referring to internally oriented and socially oriented resource acquisition strategies.     

The Impact of Collaboration Between Industry and Academia on SME Growth

One important aspect in the small firm sector is the increased provision of training available to encourage small businesses to expand and develop their knowledge base. In the belief that new small firms can generate a number of new jobs at a time of high unemployment, the UK government in the early 1980s developed public policy to encourage small firm formation and growth. Measures have been enacted to assist small firms in the UK in areas of taxation, education, funding and placement schemes. (Cross 1983). Although Curran (1986) describes this as a 'heading plunge' into a policy of discrimination in favour of the small enterprise, and is critical of the effectiveness of many of these actions, the measures are a clear indication that public policy and funds are firmly committed to support the small firm sector (Marlow 1992). Since then local support agencies, such as The Training and Enterprise Councils (TECs), and Local Enterprise Councils (LECs) in Scotland, funded by the Department of Trade and Industry and European Union offer professional consultancy advice and training to small firms and their owners. Such agencies offer help in the form of business start-up support and training, management skills and any aspect, which can aid growth in the small firm. However, the indications from the agency consultants have found that not enough owner/managers are utilising this enterprise network to assist business growth (Marlow 1992, Choueke and Armstrong 1998).     

Training for creativity and innovation in small enterprises in Ethiopia

Policy makers recognize the role of small businesses in bringing about economic growth and reducing or eliminating poverty, and training can contribute significantly to this process. The present study adds to the small firm literature by examining whether training encourages small firms to be more creative and innovative. It does so by investigating the extent of creative and innovative activities in small enterprises (SEs) that have undertaken training with support from the Ethiopian technical and vocational education and training system. SEs for the purpose of the study are businesses with fewer than 30 employees. The term includes micro‐enterprises, which are defined in Ethiopia as having fewer than six employees. Quantitative methodology was used to compare and contrast these enterprises with similar enterprises which had not had training support. Data were collected from 146 randomly selected small firms by means of interviews with owners and employees. Interviews were also conducted with technical, vocational education and training experts. The study examined five predictors of creativity and innovation activities that training support would be expected to encourage and found significant differences in two of them: creative thinking and motivational attributes. Differences in other creativity and innovation variables, however, were not significant. The researchers conclude that education and training for creativity and innovation should be prioritized to enhance the performance of small firms, in particular by increasing their expertise, improving their motivation and ability to surmount challenges and developing their creative thinking in the search for new business ideas.     

E-Commerce Usage and Perception of E-Commerce Issues among Small Firms: Results and Implications from an Empirical Study*

This paper details the results of an empirical study conducted to study the scope and effectiveness of e-commerce deployment in the Commonwealth of Pennsylvania as perceived by small business owners in the state. The methodology and results of this study may be applicable to several other states. In addition to a comprehensive survey of small businesses, a dozen businesses successful in deploying e-commerce were interviewed at great length. The results showed that main parts of an e-commerce infrastructure included (1) flow of information; (2) organizational image; (3) reaction to customer needs; (4) increased sales; and (5) access to new markets. The major reason for businesses to not engage in e-commerce is their perception that it is not strategically important for their business. Results pertaining to regional parameters, sales tax considerations, human resources infrastructure, and Internet security issues as well as policy recommendations are discussed in the paper.