Financing SME Growth: The Role of the National Stock Exchange of Australia and Business Advisors

Lack of access to finance presents a major setback to the development of the Small and Medium Enterprise (SME) sector in Australia. Demand and supply of finance to the sector entails more complex issues than apply to large firms. SMEs have a pecking order of preference for finance; they prefer internal equity to debt and debt to external equity. Nonetheless, a significant number of growing SMEs require external equity. Using the grounded theory method, interviews with six owners and 13 accounting and legal advisors indicate entrenched lack of knowledge about initial public offering (IPO) and the National Stock Exchange of Australia (NSX) among SME owners and their advisors. The study finds that the NSX's poor performance is attributable to lack of visibility, low listings, lack of underwriters, thin trading, inefficient processes and poor location. The NSX is entrenched in a vicious cycle of poor performance that threatens its viability. It is unable to attract sufficient listings to generate the income required for effective operation. Greater exposure of small business advisors to the IPO process should increase demand for public equity through the NSX.     

Predictors of flexible working arrangement provision in small and medium enterprises (SMEs)

SMEs comprise 99.7% of all private sector businesses in Australia and employ 70% of the private sector workforce. They are therefore important to policies on flexible work arrangements (FWAs). The provision of FWAs has been found to usually contribute positively to employee well-being and business performance. However, the majority of studies focus on large firms and it is unclear whether these associations apply equally to SMEs. Using data from the Australian Bureau of Statistics Business Longitudinal database for 2007–2011(n = 2788), this study investigates the extent to which factors such as firm size, industry sector, terms of employment, employees’ skills and use of the internet at work affect the provision of FWAs in SMEs. The findings show that smaller businesses are constrained by resources to provide FWAs, but do so in pursuit of industry norms and/or as a result of the profile of their employees. It is also easier to provide FWAs in certain industries than in others and use of the internet facilitates the provision of FWAs.     

Asymmetric changes in Australia’s small business loan rate

This paper examines the dynamic asymmetric relationship between changes in the Reserve Bank of Australia’s (RBA) cash rate and the interest rate for small business loans using monthly data (1990–2011). The results provide support for the rockets-and-feathers hypothesis with respect to both the amount and adjustment asymmetries. While the RBA’s rate rises exert a one-to-one and instantaneous impact on the loan rate, its rate cuts are only slowly and partially passed onto small businesses with a delay of 1–2 months. The results also suggest that the recent global financial crisis increased the cost of borrowing for small businesses in Australia by 2.21 %. These findings indicate that small businesses have limited time to respond to interest rate rises and not provided with the full benefit of interest rate decreases. Addressing this problem should ease the interest rate burden for small businesses and enhance their contribution to the economy.     

Employee Training in SMEs: Effect of Size and Firm Type—Family and Nonfamily

The study examined the main and interaction effects of size and firm type on a variety of informal and formal training programs in small and medium-sized enterprises (SMEs). Samples of 448 family and 470 nonfamily SMEs were separated into four size groups and differences were assessed using multivariate analyses of variance. The results point to prevalence of informal training for all sizes and an increase in adoption of formal, structured, and development-oriented training with increasing firm size (especially for firms with 20–99 employees). This pattern was evident for nonfamily but not for family firms. For family firms, formal training programs increased significantly during the critical growth phase only (20–49 employees). Gaps in employee training between the two types of firms were greatest at 50–99 employees but narrowed thereafter at 100–199 employees. The approach to employee training in family SMEs is in consonance with their slower growth, informal management styles, limited financial resources, and greater emphasis on efficiency compared with nonfamily SMEs.     

Formal Human Resource Management Practices in Small Growing Firms*

Using data from micro, small, and medium firms in Australia, the paper exams changes with size toward more enunciated and prescribed practices; (2) the changes in HRM in small and medium‐sized firms begin early in the growth process and proceed at a faster rate than during the latter growth phase; and (3) the adoption of formal HRM practices at the managerial level lags behind that at the operational level at the smaller firm sizes.     

To govern is to foresee: An exploratory study into the relationship between futures research and strategy and policy processes at Dutch ministries

The Dutch government has to operate in an extremely complex environment with various actors who have different interests, in a time that can be considered highly uncertain. Although this makes the usefulness of and need for futures research evident, the question remains how the Dutch government uses futures research in its strategy and policy formation process. This study indicates that the use of futures research by Dutch government ministries has evolved over time, although the overwhelming importance of the short term, the difficult structural organization of futures research and a relative lack of relevant expertise at the ministries limit the impact of futures research on strategy and policy.