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.     

Entrepreneurship and Fitness: An Examination of Rigorous Exercise and Goal Attainment among Small Business Owners*

In today's society, the benefits of exercise and fitness are given much publicity. However, the relationship between exercise and the attainment of personal and professional goals for entrepreneurs has not been examined. Our study addresses the issue by examining the exercise regimens of 366 small business owners and the relationship of exercise frequency with the company's sales and the entre‐ preneur's personal goals. Specifically, this study examines the relationship that two types of exercise—running and weightlifting—have with sales volume, extrinsic rewards, and intrinsic rewards. Results indicate that running is related positively to all three outcome variables while weightlifting is related positively to extrinsic and intrinsic rewards but not to sales. Suggestions then are provided for future research.     

Retail Philanthropy: Firm Size,Industry, and Business Cycle

This article investigates the effects of firm size, profitability, industry affiliation, and the business cycle on retailer philanthropy. The importance of industry and firm effects on giving was analyzed with regression models using industry-fixed effects as well as firm strategy variables. The analysis included instrumental variables methodology to account for simultaneity in the charitable giving–profits relationship. Data were gathered from the IRS Corporate Statistics of Income Sourcebook, data that provide firm size class measures covering the entire firm size distribution ranging from small retailers up to large multi-national retail firms. Retailer philanthropy was measured as the ratio of charitable contributions to total receipts. Important findings include a cubic relationship between retailer philanthropy and firm size; industry effects stronger than those observed for retail profit; and the absence of business cycle effects. The empirical research relating retail charitable giving to firm attributes including firm size and advertising, industry and business cycle factors are unique in the business ethics literature. Prior studies regarding the importance of industry on charitable giving utilized data across broad sectors of the economy. Firms from different sectors could be expected to differ in philanthropic approach due to differences in public contact as well as differences in public relations exposure. The strong industry effects reported for this sample of exclusively retail firms, with similar public contact, provide strong evidence for the importance of industry in determining firms’ charitable strategies.     

The delisting of products by retail buyers

The main aim of the research reported here is to identify any patterns in the delisting behaviour of retail buyers, where a delisted product is defined as one which is removed from sale by a retailer but which continues to be sold by other retailers. The influence of the retail buyer in the marketing of consumer products has become ever more significant. Much academic research into retail buying has aimed at identifying criteria that affect purchasing decisions but few generalizable findings have emerged due to the context‐specific nature of such decision making. In this research a specific context is chosen, that of the de‐selection or delisting of products, a topic that has received little attention to date.

The results of interviews with 125 buyers, working for large and small retailers, on their reasons for 290 examples of product delistings are reported. The influence of more detailed contextual variables such as the buyer's age, experience and qualification, the product type, and the source of the product are examined together with a number of reasons for delisting the product. Many of these contextual variables, particularly the size of the retail business and whether the buyer had experience of working in a retail outlet, correlated widely with the relative importance of decision variables. Buyers working for smaller retailers tended to delist because of low sales volumes. Nett profitability, the reason why products should be delisted, was rarely cited as a major criterion.

More detailed analysis of the data set using factor and cluster analysis revealed that delisting decisions could be categorized into two types, each defined by combinations of contextual and decision variables. The most important variables in distinguishing between the two types of decisions were the buyer's age and experience as a buyer (contextual variables) and the decision criteria of nett margin being too low or the selling price to the retailer being too high. Younger, less experienced buyers were more likely to delist products because of low nett margins and high buying prices. Older, more experienced buyers were likely to delist for reasons other than these. The implications for retailers and for their suppliers of both the major and minor findings from the study are discussed.     

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.     

A study of the impact of owner's mode of entry on venture performance and management patterns

This study examines if firm performance and the associated patterns of management vary with the owner-manager's mode of entry into the firm in owner-started (OS), buyout (BO), and family firms (FF). Prior research suggests that these three types of firms differ on certain managerial characteristics but has not examined the role of the owner-manager's mode of entry in determining firm performance on the one hand and its influence on the firm's management pattern on the other.We collected data from 345 firms, employing four to 99 employees, operating in four northeastern states. Self-reported return on assets (ROA), annual sales, business strengths, competitive strategies, and management practices were compared for OS, BO, and FF firms. Performance was found to vary with owner's mode of entry. The 227 OS firms' average ROA was significantly higher than that of the 61 family firms and the 57 BO firms. Successful start-up owners may have enjoyed greater profits because they assumed greater risk compared to those who opted to buy an existing venture or took over a family firm. Annual sales were highest for FFs, second for OS firms, and the lowest for BOs. In terms of management patterns, owner-started firms rated themselves significantly higher on business strengths and tended to have higher self-ratings for competitive strategies and operations strengths than did FFs or BOs. All of these differences were significant after controlling for the age and size differences among the firms, indicating that mode of entry did directly impact performance as well as the management patterns.Examining the impact of mode of entry versus management patterns on venture performance, we found that while the OS mode of entry was associated with greater ROA, this was primarily due to the different management patterns adopted by the OSs. Looking at annual sales, the FF mode of entry was associated with higher sales, and this was independent of the types of management patterns adopted by the firms. A priori, BOs would appear to be in a better position to achieve superior performance, but this was not so in this sample.Further analysis revealed different paths to profitability for the three entry modes. For OS firms, high ROA was associated with operating in the service and retail sectors, developing a broad range of business strengths, and offering competitively priced but higher quality customized products. For OSs, ROA was also enhanced by using informal and personalized management practices. Sales performance was greatest when OSs employed trained staff for functions such as budgeting and sales. For FFs, ROA was enhanced by broad-ranging strengths, but it was hurt by price and quality competitiveness—mainly because on average, their lower prices were not supported by a competitive cost of goods. Sales performance was greatest when FFs had owner-managers with extensive industry experience, were conservative in adding workers, emphasized product customization, relied on written reports, but avoided long-range operations planning. Management patterns of BOs were not related to their ROA, but their annual sales were marginally higher when the acquiring owners had extensive industry background and employed a large workforce.Thus, this study confirms our hypotheses that performance and management patterns vary across mode of entry as does the effectiveness of strategic management patterns. Further, our findings concurred with previous studies which suggested that sales performance and profitability were likely to be influenced by different management actions. This study demonstrates that owner's mode of entry is an important explanatory variable for variations in performance as well as management patterns. Venture CEOs need to recognize that different management approaches may be needed for success depending upon whether they founded, purchased, or inherited their firms.     

Cross-national differences in big data analytics adoption in the retail industry

Big data analytics (BDA) has emerged as a significant area of research for both researchers and practitioners in the retail industry, indicating the importance and influence of solving data-related problems in contemporary business organization. The present study utilised a quantitative-methods approach to investigate factors affecting retailers' adoption of BDA across three countries. A survey questionnaire was used to collect data from managers and decision-makers in the retail industry. Data of 2278 respondents were analysed through structural equation modelling. The findings revealed that security concerns, external support, top management support, and rational decision making culture have a greater effect on BDA adoption in developed countries UK than in UAE and Egypt. However, competition intensity and firm size have a greater effect on BDA adoption in UAE and Egypt than in UK. Finally, human variables (competence of information system's staff and staff's information system knowledge) have a greater effect on BDA adoption in Egypt than UK and UAE. The findings indicate that a “one-size-fits-all” approach is insufficient in capturing the heterogeneity of managers across countries. Implications for practice and theory were demonstrated.     

Temporary rules of retail product sales time series based on the matrix profile

Correlation analysis in the retail industry mainly involves market basket analysis. This kind of correlation analysis of retail product sales does not reflect the information regarding the time or quantity of the sales. Product sales datasets contain rich information about the correlations between different products at different times. The co-occurrence of similar sales subsequences reveal that product sales are correlated in a specific time period. Therefore, searching for similar co-occurrence patterns can help analyze the temporary correlations between products. The search for similar subsequences can be viewed as motif discovery in time-series datasets. In the field of motif discovery, the matrix profile (MP) provides an overwhelming advantage in detecting motifs. In this study, our aim is to discover motifs using MP, and hence, analyze the temporary sales correlations between products. The results of our numerical experiments indicate what products customers will purchase at what time. As opposed to strong association rules, we name the correlation rules in this work as temporary rules (TRs). Our results also show that customers’ preferences are not stable and change with time. In the retail industry, TRs can help business owners make suitable product promotions at appropriate times. Moreover, our analysis demonstrates that TRs can extract more interesting information and patterns than mining with association rules.     

Community and managerial predictors of performance in small rural US retail and service firms

Conducting business in today's rural community environment offers social and economic promise along with uncertainty in facing the phenomenon of having fewer customers, who make fewer visits, and spend less per visit. This research highlights the importance of both community and managerial factors to performance evaluations of small rural retail and service firm owners. Using path analysis, direct and indirect effects on perceptual and financial performance were identified for a national US sample of 275 rural small-sized retail and service businesses. This study provides information from largely successful firms for developing marketing strategies and product/service offerings as a crucial step in assisting businesses in rural communities.     

Drown or Blossom? The Impact of Perceived Chronic Time Pressure on Retail Salespeople's Performance and Customer–Salesperson Relationships

For retail salespeople chronic time pressure, a perpetual perception of being rushed for time, is a prevalent and pervasive phenomenon in their daily sales jobs. Despite this practical relevance, consequences of perceived chronic time pressure on retail salespeople's selling behaviors, such as adaptive selling, and selling performance are not well understood. Thus, the authors investigate the effect of retail salespeople's perceived chronic time pressure in interactions with customers and its impact on retail salespeople's adaptive selling behavior, customers’ purchase outcomes, as well as salespeople's overall objective performance. Analysis of dyadic data from 291 salesperson–customer interactions from a large B2C furniture retailer revealed an inverse U-shaped curve for the relationship between retail salespeople's perceived chronic time pressure and their adaptive selling behavior. The chronic time pressure–selling outcome relationship strongly depends on the contingencies of retail salespeople's goal orientations and perceived organizational support and has implications for retail research and practice.     

Operational planning and competitive strategies of male and female retailers

Interest in the managerial practices of females in business has increased over the past decade due to women's increased representation in business. Anecdotal evidence has suggested that women approach decision making differently from men. The purpose of this study is to determine if gender differences regarding managerial strategies exist in the retail setting. Targeted managerial strategies focused on short-term planning processes (personnel, financial, inventory and market planning) and competitive strategies in operation (differentiation, cost leadership and focus). In a sample of 459 retailers from a twelve-state region, MANOVA was used to determine if significant differences in managerial strategies existed between genders. The data on retail competitive strategies suggest that men and women more likely than male business owners to recognize in the importance of differentiation and focus as retail competitive strategies in their business operations. Gender differences were also found in the operational planning areas of market and inventory planning.     

Customer and selling orientations of retail salespeople and the sales manager's ability-to-perceive-emotions: A multi-level approach

Drawing from the mental ability framework and information processing theory, two studies embedded within the B2C retail setting investigate the role of the sales manager's ability-to-perceive-emotions in the complex non-linear relationships between salespeople's customer and selling orientations on one side, and its outcomes (sales performance and customer re-purchase intention) on the other. Using multilevel data from salespeople and their managers, Study 1 tests a theoretical model of salesperson orientation and performance, while Study 2 further verifies the results of Study 1 from the customer's perspective. Both studies find strong empirical support for a curvilinear, inverted U-shaped effect of a salesperson's customer orientation on sales performance and customer re-purchase intention. This effect is, however, reversed for the link between selling orientation and performance/re-purchase intention, where results indicate a U-shaped curvilinear relationship. Furthermore, we show that the sales manager's ability to perceive emotions facilitates the effect of salespeople's customer orientation on sales performance.     

Information effects of warehouse automation on sales in omnichannel retailing

The recent development of an omnichannel business environment provides a seamless shopping experience throughout the customer journey. Although previous studies have identified the importance of rapid product delivery, consumers cannot evaluate delivery quality until it has arrived. This study argued that warehouse automation and retail channel brand characteristics lead to informative signals and to firms' higher sales in the omnichannel context. By analyzing panel data from the Japanese retail market, we tested the effects of warehouse automation and the moderating effects of omnichannel, online, and offline brand offerings on the effectiveness of the warehouse automation signal. Results showed that warehouse automation signaling positively affects firms’ sales and has a positive interaction effect with omnichannel offerings.     

Performance factors of small tourism ventures: The interface of tourism,entrepreneurship and the environment

Performance factors of small Israeli tourism ventures were examined using an integrated model that combines four theoretical approaches, each focusing on a different central facet: environmental milieu, institutional support, entrepreneurial human capital, and the venture's bundle of services. The current research developed an operational instrument for assessing environmental attractiveness components of tourism ventures and their relationship to performance. A factor analysis, based on this instrument, revealed three environmental factors: tourist-related infrastructure, options for excursions and scenery, including climate. An attractive environment contributed to higher revenues in tourism ventures; however, it did not assure profitability. The results indicate the dual nature of the impact of institutional support upon the tourism venture's performance. Regardless of the size and age of ventures, those obtaining the advisory type of assistance from the governmental tourism incubator performed less well than those ventures that did not obtain such support. By contrast, those tourism ventures that were financially supported by external sources performed better than those that were not financially supported. The explanation for this curious and seemingly contradictory finding may lie in the different criteria for receiving financial and advisory assistance. Success in persuading external sources to provide financial support would seem to be evidence of the soundness of the venture's planning and its economic viability. By contrast, insofar as virtually any venture in the area may apply for and obtain advisory assistance from the governmental tourism incubator, with no requirement to meet financial criteria of any kind, it could be that precisely the weaker ventures are being carried along by this form of assistance.Among the various entrepreneur's attributes examined, managerial skills provided the strongest association with the performance measures. The managerial skills were also found to be the most significant variable explaining performance relatively to the variables derived from the other three approaches. These results have implications regarding the nature of the support to be given by a governmental tourism incubator to entrepreneurs operating in the region. Given that lack of managerial skills is one of the main barriers to a venture's success, particularly in small businesses where the owners have to be involved in all areas of activity, the incubator needs to provide entrepreneurs with tailored regional business and management training tools to promote tourism venture development and success.The study also reveals that the number of services offered by a tourism venture made only a minor contribution in the revenues regression, which may indicate that providing a bundle of services for the tourist customer does not necessarily guarantee profitability. A noteworthy finding is the similarity in the differential association between the number of services offered and the performance measures, on the one hand, and attractiveness features with performance on the other. In both cases, these factors positively contribute to the revenues regression, but neither contributes to the profitability or income regression. This means that an attractive environment does contribute to higher revenues, in that more tourists choose to visit the tourist attractions; however, this does not assure profitability. Similarly, providing many services to the visitors may also contribute to higher revenues, but does not necessarily assure profitable business outcomes. The current findings indicate that small tourism venture profitability is contingent on human capital, especially the skills of the entrepreneurs running the venture. In accordance with our findings that managerial skills are so crucial for venture success, the main objective of advisory incubators should be to promote managerial competencies.     

A theoretical overview and extension of research on sex,gender, and entrepreneurship

With the rising number of women-owned businesses has come a considerable amount of research, and even more speculation, on differences between male and female entrepreneurs and their businesses. To date, these findings and speculations have been largely atheoretical, and little progress has been made in understanding whether such differences are pervasive, let alone why they might exist. Thus public policy-makers have had little guidance on such difficult issues as whether or not unique training and support programs should be designed for women versus men. Moreover, lenders who finance new and growing firms have little to go on but their own “gut instinct” in assessing whether women's and men's businesses are likely to run in similar ways, or whether they might be run in different but equally effective ways.The lack of integrative frameworks for understanding the nature and implications of issues related to sex, gender, and entrepreneurship has been a major obstacle. Two perspectives that help to organize and interpret past research, and highlight avenues for future research, are liberal feminism and social feminism.Liberal feminist theory suggests that women are disadvantaged relative to men due to overt discrimination and/or to systemic factors that deprive them of vital resources like business education and experience. Previous studies that have investigated whether or not women are discriminated against by lenders and consultants, and whether or not women actually do have less relevant education and experience, are consistent with a liberal feminist perspective. Those empirical studies that have been conducted provide modest evidence that overt discrimination, or any systematic lack of access to resources that women may experience, impedes their ability to succeed in business.Social feminist theory suggests that, due to differences in early and ongoing socialization, women and men do differ inherently. However, it also suggests that this does not mean women are inferior to men, as women and men may develop different but equally effective traits. Previous entrepreneurship studies that have compared men and women on socialized traits and values are consistent with a social feminist perspective. These studies have documented few consistent gender differences, and have suggested that those differences that do exist may have little impact on business performance.While this interpretation of past findings is relevant to the question of if and how female and male entrepreneurs differ, there are still large gaps in our knowledge. In particular, only one study (Kalleberg and Leicht 1991) has systematically explored whether or not potential differences related to discrimination or socialization affect business performance; the study used limited measures of business performance, and assessed only a restricted range of male I female differences. This article reports on a study that explored other potential differences related to discrimination and to socialization (which are hypothesized based on liberal and social feminism) and looked at their relationship to a more comprehensive set of business performance measures.The study indicates that for a large, randomly selected sample of entrepreneurs in the manufacturing, retail, and service sectors, there were few differences in the education obtained by males and females, or in their business motivations. Women entrepreneurs were, however, found to have less experience in managing employees, in working in similar firms, or in helping to start-up new businesses. Women's firms also were found to be smaller than men's, to have lower growth in income over two years, and to have lower sales per employee. Regressions undertaken to examine predictors of a range of business performance indicators suggest that women's lesser experience in working in similar firms and in helping to start-up businesses may help to explain the smaller size, slower income growth, and lesser sales per employee of their firms.For policy-makers, this article suggests that systemic factors that afford women less access to experience must be addressed. Support for classroom training or related advisory activities may not be warranted; there is little evidence that women lack access to relevant classroom education. However, programs that help increase women's access to hands-on experience in starting firms or in working in the industry in which they hope to set up business does seem advisable. In-class education or counseling would not seem to compensate for lack of real-world experience, which suggests that any available funds should be directed more toward initiatives centered on apprenticeship programs than toward those centered on classroom teaching.Implications for lenders and investors are less clear cut, but suggest that whatever innate differences may exist between men and women are irrelevant to entrepreneurship. While women's businesses do not perform as well as men's on measures of size, they show fewer differences on other, arguably more critical business effectiveness measures-growth and productivity—and no differences on returns. Discrimination against women-owned businesses based on these findings would clearly be both unethical and unwarranted. The fact that women appear to obtain similar growth, productivity, and returns, in fact, suggests that they may be compensating for experience deficits in ways that current research does not illuminate. While more systematic inquiry is required to assist in understanding why men's and women's firms may differ in some predictable ways, this study would suggest that lenders and investors wishing to assist small businesses should focus on evaluating the amount and quality of the business and non-business experience of entrepreneurs, and consider sex an irrelevant variable.For entrepreneurs, this research reinforces the notion that acquiring relevant industry and entrepreneurial experience is of considerable importance if they seek to establish large firms and/or to achieve substantial firm productivity and returns. In particular, helping in the start-up of firms and spending extended periods of time in the industry of choice appear to yield subsequent rewards in the performance of any individual's firm. Future research is needed to investigate whether or not other types of business experience or non-business experience might bring additional benefits in terms of positive impact on future business performance, but the indication of the current work is that one's sex per se is neither a liability nor an asset.     

Strategic human resource management in department stores: An historical perspective

The department store as a retail format created special demands on the organization of staff and the creation of a harmonious and productive workplace. Despite a lack of theoretical knowledge of human resource management strategy, early 20th century department store owners used the business strategy to guide strategic decisions about internal communication and staff training. The most obvious area of training was in selling. However, the more innovative department stores also recognized the need for management development programs. This study examines how the business strategy which embraced business growth, efficiency and effectiveness, building the firm's image and creating a supporting culture, strategically guided selected human resource management policies and practices in an Australian department store.     

Retail services and firm profit in a dual-channel market

With the rapid development of the Internet, many manufacturers nowadays use online technology to engage in direct sales. The mix of retailing with a direct channel adds a new dimension of competition and complementarity to a product's distribution channels. Our model focuses on the strategic role played by the retail services in a dual-channel competitive market. The manufacturer uses a direct channel as an effective tool to motivate the retailer to improve its retail services and profits from it. While operated by the manufacturer to motivate retailer to perform more effectively from the manufacturer's perspective, the direct channel may not always be detrimental to the retailer because the retailer can obtain a lower wholesale price from the manufacturer and a higher sales volume from the improved retail services. In our research, our results suggest that the improved retail services effectively alleviate the channel competition and conflict and improve the supply chain performance in a competitive market.     

Wages,Health Insurance and Pension Plans: The Relationship Between Employee Compensation and Small Business Owner Income

Small business owners claim that their ability to provide higher wages and more frequent employee health insurance and pension benefits is severely constrained by the profitability of their firms. This paper examines the proposition that employee wage levels, provision of employee health insurance, and sponsorship of an employee pension plan are associated with small business owner income. A large trade-association survey supplies the data for the inquiry. Regression analysis (OLS and logistic) demonstrates that all three forms of employee compensation are tied to business owner income. Further, the business owner income variable "washes out" the generally accepted relationship between size of business and wages, though not the relationships between size of the business and the presence of health insurance nor between the size of business and the presence of pension benefits. The regressions also indicate that unit costs of health insurance and pension benefits are higher for those employing 10 or fewer and 20 or fewer respectively compared the other small businesses.     

External pressure or internal culture? An innovation diffusion theory account of small retail businesses’ social media use

COVID-19 put unprecedented external pressure on small businesses to adopt or increase use of social media while not all small businesses are internally ready for this rapid change. This study investigated the roles of external pressures and organizational culture of openness and learning in driving small retail business owners'/managers' social media use decisions by impacting their perceived usefulness and barriers, based on the innovation-decision process model from the diffusion of innovations theory and the theory of reasoned action. An online survey with structured measurements was administered to 411 U.S. small retail business owners/managers. Results from structural equation modeling revealed that external pressures positively influenced small business owners'/managers’ perceived usefulness and barriers and social media use intention. In addition, the culture of openness and learning positively influenced the perceived usefulness while mitigating the perceived barriers, thereby directly and indirectly influencing the social media use intention. Theoretical and managerial implications are discussed.     

Collaboration on technological innovation in Danish fashion chains: A network perspective

With brand owners struggling to compete with new products, physical production processes and sourcing logistics, innovation taking place in retail networks is often overlooked. Networks in retailing are comprised by the brand owner, the varieties of single- and multi-brand stores, chains and departments stores, technology and service providers, ownership structures and local level supply chain facilities. This paper analyses theoretical and empirical views of innovation in international retail networks using lead actors in the (Danish) fashion industry as a case to highlight how this industry maintains branded stores as primary retail channels better than other industries. In order to approach the retail network as an important organisational innovation system in relation to brand owners, the aim of this paper is to characterise key elements of innovation in retail networks. The approach of this work is based on four qualitative studies of medium/larger fashion brand owners and their respective retail and service provider networks. The study shows that innovation in retailing has a continuously emergent character with open-ended strategic design requirements and strong utilisation of relations in business networks. The network comprises an innovation system that focuses on organisational learning and iterative development of the intended technologies. Implications of the current study are suggestions to brand owners, network partners and retailers on how to identify, understand, support and promote innovation via this network through systematic management of the network rather than the innovation itself.