Purpose -The purpose of this paper is to discuss a resource-based approach for exploring micro-firm management practice, as informed by the relevant literature. Specifically, the paper analyses available literature and catalogues micro-firm and managerial competence criteria in pursuit of managerial insights in this environment. Design/methodology/approach -A comprehensive literature review precedes the conceptualisation of micro-firm management practice. Findings -Literary findings suggest that, considering micro-firms' internal resource constraints, minimal environmental power, and owner-centred culture, it is vital for these organisations to embed their valuable resource in their core business strategy, to ensure survival in the longer term. Furthermore, there is an assumption that knowledge must be used optimally within the micro-firm by developing the analytical and critical skills of individuals, groups and the entire organisation so as to sustain and grow these firms' competitive advantage. Having identified and catalogued a range of factors that impact micro-firms, the authors propose a "resource taxonomy of micro-firm management practice", which establishes factor interaction and the interrelationships between each resource in this environment. The purpose of this taxonomy is to assist in the analysis of management practices in the micro-firm milieu.Research limitations/implications -The authors go on to discuss taxonomy implications for micro-firm training policy and propose further exploration of micro-firm management practice and resource-based research in this environment. Originality/value -Academic research, which focuses specifically on the micro-firm, has historically been rare, despite multiple calls to study these firms in their own right. By proffering a "resource taxonomy of micro-firm management practice", the authors seek to inform this neglected research area.

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2010),"Business-level strategy and performance: The moderating effects of environment and structure", Management Decision, Vol. 48 Iss 6 pp. 907-939 http://dx.If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -The aim of this article is to offer insight into the factors affecting individual and organisational learning in a small business; specifically the identification of the learning relationships that are unique to the small business environment. Design/methodology/approach -The authors apply Crossan et al. 's (1997, 1999) Organisational Learning Framework. The proposed framework is supported by empirical evidence generated through a longitudinal case study carried out in a small business in the Republic of Ireland over a two-year period. A learning catalyst, in this case the implementation of a new information system (IS), offered an initial point from which to gauge subsequent learning within the studied case. Findings -This framework acknowledges the learning impact of a small workforce, an owner-centred culture and a simple organisational structure, as well as the time and resource constraints specific to small businesses which affect the learning dynamic. The framework also takes account of the learning challenges brought about by external influences unique to a small business environment, such as enforced organisational change created by powerful business partners' commercial requirements. Research limitations/implications -As this framework was developed based on a single case, similar research may be conducted on additional case studies to determine the learning dynamic in alternative settings and business environments. Originality/value -This research presents some valuable insights into the ways in which organisational learning can be facilitated and impeded in the largely ignored small business environment.

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