The link between SMEs alliance portfolio diversity and top management’s entrepreneurial and alliance orientations

International Entrepreneurship and Management Journal - To be able to survive and grow in twenty-first century global network economies, small-to-medium-sized enterprises (SMEs) strive to develop...     

Performance auditing—addressing real or perceived expectation gaps in the public sector

The growth of performance auditing in Australia (and in many other countries) has led to a range of seemingly conflicting observations about their contribution to better public administration, which basically reflect differing political and public expectations of such audits. Confusion also revolves around the question of just what value is being assessed, reflecting differing perceptions of assurance and performance and of the coverage of administrative and policy effectiveness. A better understanding of what needs to be achieved by those responsible and acceptance of accountability for the required results would improve confidence in public administration and in the value that it delivers.     

A Limitless Urban Theory? A Response to Scott and Storper's ‘The Nature of Cities: The Scope and Limits of Urban Theory'

The recent article in this journal by Scott and Storper (2015) suggested that the field of urban studies currently contains a multitude of varied theoretical viewpoints and argued for a unified general urban theory encompassing all urban scholarly work. Their proposal is that such a theory is based upon a foundational understanding of agglomeration and clustering. This response counter‐argues this, suggesting that such a proposal leaves urban theory too instrumental, deterministic and economistic. Moreover, Scott and Storper argue that there is a need to isolate the urbanization process from a wider suite of social, cultural and economic processes in which the urban is said to be ‘embedded'. If we are to embrace a unified urban theory, however, it should be one which views cities as differing intensities of an urbanization process, and does not try to draw arbitrary boundaries about what is and what is not a city. If we are to strive for a general urban theory, then it would be far more beneficial to champion an ontology of an urbanization process with varying degrees of (de)intensification.     

Training for business start-up in Scotland — the gender dimension

This paper looks at two examples of business start-up training in Scotland which have specifically targeted women, both younger women entering the labour market for the first time and older women who are either unemployed or returning to the labour market after raising a family. We argue that women face a double disadvantage in trying to start up and run their own business. Traditionally women have not been seen as business owners and are under represented in the small business sector. Secondly women perform a dual role in that they are almost always responsible for domestic and family concerns, whether they are economically active or not. We recognise that “gender constraints” exist and discuss the training programmes we have developed which in their style, content and timing set out to meet the special needs of women contemplating self employment.     

The urban programme what has it achieved?

On the 13th November a one day seminar on the Urban Programme was held by the London Economic Policy Unit (LEPU) at the Polytechnic of the South Bank. This paper provides a short summary of the issues raised.     

New development: Procurement and policy outcomes—a bridge too far?

This article furthers the discussion in the March 2015 (Vol. 35, No. 2) issue of Public Money &; Management on ‘Public procurement policy and practice— international lessons and debates’. In particular, it illustrates some of the major difficulties in achieving the required policy outcomes through the procurement processes. The numerous ‘failures’, particularly in the defence acquisitions area, are of ongoing concern both in terms of ‘blow-outs’ in costs and, more unfortunately, in achieving strategic defence capability and overall policy outcomes in required timeframes. Can current public sector reforms and observed better practice provide any encouragement for, discipline on, participants to achieve the required results or is it all just too difficult?