The roles universities are seen to play have changed significantly over the last twenty-five years. The concept of higher education has, and, continues to morph from a distanced, unengaged ivory tower to a highly engaged community-based concept. Yet there is little in the literature about how universities viewed as 'anchor institutions' support organisations. Further, there is an omission of specific detail about the impact of universities on SMEs; they are mentioned but only in broader terms. This empirical study is based on the results of a leadership and business development intervention for fifty UK SMEs. The intervention was facilitated and delivered by a North East University we recognise to be an 'anchor institution'. The study is longitudinal and embeds innovative composite measurement within a value creation framework with a specific focus on identifying how a North East anchored institution creates impact and value for SME owner-managers. Findings include leadership salience to SME owner-managers, increases in SME turnover, and significant gross value added. This study contributes to understanding about what the role of a university, as an anchor institution, is in terms of role, SME impact and value creation, with potential for international application.

This article provides informative insights into the failure of many Stakeholders to attain the desired Ugandan private secondary schools, to realise their desired revenue and how that failure has caused critical investment concerns due to negative impacts on expected returns on investment. Therefore, the study drew upon that to explore whether preventive control practices within the COSO control activities contribute to this failure. The study used an interpretivism approach and was guided by conceptual COSO control activities component model. Data was collected using skype interview and thematic narrative technique was used for analysis. 16 internal stakeholders as Boards of Governors, headteachers, deputy headteachers, accountants and auditors were purposively selected from four private secondary schools located in central Uganda. Results indicate that control activities within the guidelines, segregated duties and IT environment in private schools' financial management are ensured in the mobilization of desired revenue. However, efficiency, reliance and compliance differ in a positive or negative influence. Therefore, this study is relevant for internal stakeholders in private school businesses to ensure designing effective COSO control activities policies that influence preventive financial controls for achieving desired revenue to avoid bankruptcy.