Competence‐based management development in small and medium‐sized enterprises: a multi‐stakeholder analysis

Small and medium‐sized enterprises (SMEs) are considered increasingly important for economic growth (Wilson, 1995) and effective management of them is regarded as essential for their survival and success (Jennings and Beaver, 1995). This study adopted a multi‐stakeholder perspective in order to explore the promotion, via Training and Enterprise Councils (TECs); provision and (potential for) purchase of competence‐based management training and development (MTD) in the SME sector in the United Kingdom. Survey data from (551) and interviews with (12) SMEs; plus interviews (6) with TECs and interviews (29) with providers of MTD are reported. ‘Product’ deficiencies in competence‐based MTD are identified and recommendations for promotion made.     

An Examination of Non-Bank Funding for Small and Medium-Sized Enterprises in the UK

This article reviews recent developments in the provision of long-term external funds to small and medium-sized firms in the UK; particularly, it attempts to establish how far the actions taken by the group of institutions, the specialist financial intermediaries (SF/s), have remedied perceived defects in the intermediation process.The activities of the SFIs are compared with those of the clearing banks, and the impact of government initiatives in this sphere is examined. While progress has undoubtedly been achieved in supplying external f u n k in amounts exceeding £250,000, attention still need to be directed towards raising less than that figure and, especially, below f 100,000.     

Small firms and internationalisation: learning to manage and managing to learn

Small firms contribute significantly to the UK economy, but most research into learning and work features the experience of large organisations. This article focuses on learning and work in small organisations. An interpretive framework relating to organisational learning is derived from the literature. Data on learning in small firms that internationalise are analysed to assess the extent to which models of organisational learning are applicable to the context and challenges they face. The article suggests that the large firm model of learning is inappropriate; the distinctive culture and communication systems of small organisations require different approaches to the acquisition, transmission and interpretation of knowledge. Tacit knowledge, developed through informal learning, is a priority and learning through local business networks is more important than participation in formal programmes. Advocacy of human resource development (HRD) practices based on conventional theories of organisational learning, therefore, may hinder rather than encourage performance in small organisations.