Dismantling the myths about managerial (in)capabilities in micro-firms. SEAM intervention-research to develop management practices

Horrillo, María Ángeles Rastrollo

doi:10.1016/j.scaman.2021.101158

Cited by 9 publications

(5 citation statements)

References 57 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Although microenterprises are owner-centric and individual motivations play a significant role in RL, the grounds for SR in microenterprises are based on business strategies that are in line with entrepreneurs’ values, as we as simultaneously pursuing a greater, more long-term purpose than short-term profit-seeking. This partly remodels the established perception of owner-centricity (Rastrollo-Horrillo, 2021) and the straightforward connection between the entrepreneurs’ individual values and the strategic choices of the company (e.g., Burton & Goldsby, 2009). Instead, this study confirms the importance of a mission-driven approach and stakeholder management in ensuring the social dimensions of CSR (Tate & Bals, 2018).…”

Section: Discussionmentioning

confidence: 88%

“…Corporate social responsibility (CSR), including its environmental, economic and social aspects (e.g., Klewitz & Hansen, 2014), is essential for sustainable enterprise strategies' success (Lee, 2008;Porter & Kramer, 2011). The concepts of responsibility and sustainability are often used 'interchangeably, inconsistently, and ambiguously' (Bansal & Song, 2017), which creates confusion regarding the concrete meanings of these concepts (Fassin et al, 2011).…”

Section: Introductionmentioning

confidence: 99%

“…Public authorities, for example, through the EU proposal for a directive on corporate sustainability due diligence 2019/1937, encourage all businesses to conduct CSR activities, which necessitates small steps and takes time (Keck, 2016). However, they are an understudied group with specific leadership and management characteristics, such as owner-centricity (Rastrollo-Horrillo, 2021). In microenterprises, leadership is typically based on personal values and common sense.…”

Section: Introductionmentioning

confidence: 99%

See 2 more Smart Citations

Microentrepreneurs as Socially Responsible Leaders

Simunaniemi

Valkjärvi

Franzén

et al. 2023

South Asian Journal of Business and Management Cases

View full text Add to dashboard Cite

Corporate social responsibility (CSR) refers to the voluntary integration of social and environmental concerns into companies’ operations. This qualitative case study investigates microentrepreneurs’ values and business activities related to CSR, particularly the elements of social responsibility (SR) via the responsible leadership (RL) approach. We investigate how entrepreneurs perceive the concept of SR, how SR is related to values and through which leadership activities they plan to implement SR. The case is a CSR training programme with 30 Finnish microentrepreneurs as attendants. The results show that entrepreneurs perceive SR on two levels: philosophical and practice-oriented levels. At the philosophical level, RL is being truthful to one’s own values and taking a long-term, holistic view, and the practical SR includes customer focus, staff equality, or community and network activity. Being true to one’s personal values and having a holistic long-term view of SR are the ground-building elements guiding leadership decisions in microenterprises. The practical level of RL is not limited to the microenterprise but, rather, extends to, for example, customers and business partners. The theoretical contribution to the RL literature is that the groundwork for SR in microenterprises is based on strategically sustainable businesses that are in line with entrepreneurs’ values but also simultaneously pursue a greater, more long-term purpose than a short-term profit-seeking. This study adds to the RL literature, indicating that, regardless of their owner-centricity and the focus on practically relevant leadership activities in the here and now, microenterprises pursue larger impacts on the community by adopting a holistic, future-oriented view. Although microenterprises are owner-centric and individual motivations play a significant role in RL, this study shows that, in socially and economically sustainable microenterprises, entrepreneurs’ personal values are integrated with those of the customers.

show abstract

Section: Discussionmentioning

confidence: 88%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 1 more Smart Citation

Microentrepreneurs as Socially Responsible Leaders

Simunaniemi

Valkjärvi

Franzén

et al. 2023

South Asian Journal of Business and Management Cases

View full text Add to dashboard Cite

show abstract

“…Nevertheless, these studies do not focus on how microfirms manage change, as the distinction in their size is not clear. The research by Taipale-Erävala et al (2021) and Rastrollo-Horrillo (2021) is much closer in this direction. The first argues that MF change management must be contingent on core organizational competencies.…”

Section: Introductionmentioning

confidence: 88%

Crisis, innovation and change management: a blind spot for micro-firms?

Chatzinikolaou

Vlados²

2022

JEEE

View full text Add to dashboard Cite

Purpose This paper aims to explore how the owners of less competitive micro-firms (MFs) perceive the “crisis–innovation–change management” triangle. It examines whether their understanding of these overarching entrepreneurship theory principles is inadequate compared to the relevant scientific literature. Design/methodology/approach This qualitative analysis follows principles based on the inductive method and grounded theory, thickly describing the results from research conducted in a sample of 38 tertiary-sector MFs in the Eastern Macedonia and Thrace region – one of the least developed and competitive areas across Europe. It triangulates the data with 11 respective small firms. Findings MF owners perceive the crisis as an ostensibly exogenous phenomenon, innovation as something quasi-unattainable – although vaguely significant – and change management as a relatively unknown process. This understanding lies somewhat distant from the extant literature that examines the structural nature of crises, the innovational power to exit profound restructurings and the rebalancing requisite for building new overall organizational methods to survive this internal–external transformation. In essence, the triangle crisis–innovation–change management is a blind spot for the examined MF owners as they ignore its significance as an adaptation mechanism – contrary to several direct competitors. Social implications Based on the reluctance of these individuals to cultivate their systematic business knowledge, it seems unrealistic that they would seek to pay the necessary high price for business consulting in the future. An ideal solution would be to build public entrepreneurship clinics to provide these less dynamic and adaptable organizations with free preliminary or in-depth counseling. The Institute of Local Development-Innovation could aim to provide free consulting services to reinforce organizational physiology by coordinating different socioeconomic actors. Originality/value To the best of our knowledge, this empirical research is one of the first to test the comprehension of weaker MFs – less competitive and developed in organizational terms – to the triangle crisis–innovation–change management.

show abstract

“…Different evaluation indicators measure different aspects of asset quality, which have different meanings and different calculation methods, which lead to different calculation results for each indicator and large differences in the evaluation standards of each indicator. Different dimensions are formed between them, which will reduce the accuracy of the evaluation results of the model and increase the computing time of the model [ 21 ]. To unify the different dimensions between the indicator values and solve the problem of comparability of the indicators, it is necessary to normalize the data in advance so that the data are all in a uniform order of magnitude, which is convenient for the model to run and finally get the comprehensive evaluation results.…”

Section: Bpnn and Evaluation Model Of Asset Qualitymentioning

confidence: 99%

The Application of Artificial Intelligence Technology in the Asset Management of Start-Ups in the Context of Deep Learning

2022

Computational Intelligence and Neuroscience

View full text Add to dashboard Cite

With the coninuous improvement and development of artificial intelligence (AI) technology, this technology has been used in the asset management of companies. To improve the asset management level of Chinese start-ups, firstly, back-propagation neural network (BPNN) has been studied in depth, and an evaluation system of the company’s asset quality has been established. Secondly, the BPNN is integrated with the evaluation indicators of asset quality, and an evaluation model of asset quality based on BPNN is constructed. Next, start-up A is taken as the experimental object; the evaluation score of the asset quality of A company is input into the model, which proves that there is still a certain gap between the asset management level of start-ups and mature companies. Finally, to find out the problems of the company’s asset quality, the traditional financial analysis method is used to carry out a specific microanalysis of the evaluation indicators of its asset quality. In view of the existing problems, suggestions are put forward for prudent investment, improve inventory operation efficiency, increase investment in R&D and innovation, improve the quality of sales outlets, and increase the proportion of high-quality intangible assets. The asset quality evaluation system for start-ups established here includes 19 evaluation indicators. The BPNN-based asset quality evaluation model selects 5 mature companies in the same industry as sample companies. The scores of the evaluation indicators of asset quality of the 5 sample companies in the past three years are normalized and input into the model. The model contains 19 nodes of the input layer, 39 nodes of the hidden layer, and 1 node of the output layer. The target error rate is 0.001, the learning rate is 0.1, the number of training times is 1000, and the training function is the trainlm function. This research has a certain reference for the application of AI technology in the asset management of start-ups.

show abstract

Dismantling the myths about managerial (in)capabilities in micro-firms. SEAM intervention-research to develop management practices

Cited by 9 publications

References 57 publications

Microentrepreneurs as Socially Responsible Leaders

Microentrepreneurs as Socially Responsible Leaders

Crisis, innovation and change management: a blind spot for micro-firms?

The Application of Artificial Intelligence Technology in the Asset Management of Start-Ups in the Context of Deep Learning

Contact Info

Product

Resources

About