Small business development and tourism: Terra incognita?

Page, Stephen J.; Forer, Pip; Lawton, Glenda R.

doi:10.1016/s0261-5177(99)00024-2

Cited by 147 publications

(100 citation statements)

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“…According to Morrison et al (2001, p. 17) Thomas (2004) argues that the behavior of this type of entrepreneur very often does not fit with traditional models of business activity and profit-oriented goals. These entrepreneurs have multiple goals, but they are mostly personal and non-economic, such as to 'be my own boss' (Chen and Elston, 2013); to do interesting work (Page et al 1999); to enjoy a good lifestyle (Hall and Rusher, 2004); and to live in a certain area (Getz and Carlsen, 2000). Andersson et al's (2002, p. 101) results demonstrate that 'even when the owners set out explicitly to make money, their underlying preferences were to move to or remain in the country or in small towns and resorts.'…”

Section: Small Firms In Hospitality and Tourismmentioning

confidence: 99%

Hotel entrepreneurship in a turbulent environment

Škokić

Lynch

Morrison³

2016

International Journal of Hospitality Management

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This paper aims to explore the factors that stimulate entrepreneurship among small hotels in a former socialist economy which experienced a turbulent economic and social transition period. The study investigates how specific aspects such as a low level of competition and position of the entrepreneurs in society, acted as facilitating or inhibiting factors for entrepreneurship. The findings from in-depth interviews with 37 hotel entrepreneurs demonstrate that institutional deficiencies influence market orientation of the entrepreneurs and that the specific social context sets the conditions by which lifestyle-related motives will exist or not. They also underscore that investigation of entrepreneurs needs to take account of a broad range of sociocultural factors and not solely entrepreneurial agency. Inclusion of a transitional economic and social setting into the broader theoretical framework of hospitality entrepreneurial research demonstrates the value of a contextualized approach.

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Section: Small Firms In Hospitality and Tourismmentioning

confidence: 99%

Hotel entrepreneurship in a turbulent environment

Škokić

Lynch

Morrison³

2016

International Journal of Hospitality Management

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“…Several studies note that TSMEs play important role in the industry as to achieve the significant changes in global tourist consumption, and the increase of differentiated and niche tourism products (Page et al, 1999;Getz and Carlsen, 2000;Ateljevic, 2009). TSMEs performance and survival in the industry are particularly important to Malaysia because apart from their key role in delivering tourism products to the tourist, they also play an active role in advancing the local community.…”

Section: Problem Statementmentioning

confidence: 99%

“…TSMEs also play a crucial role in the tourism industry by delivering tourism products and services to the tourist, thus vigorous efforts have been made by the Malaysian government to utilize the advantages that TSMEs can offer (Page et al, 1999;Getz and Carlsen, 2000;Ateljevic, 2009). Given that TSMEs performance and survival in the industry are particularly important to Malaysia because apart from their key role in delivering tourism products to the tourist, it is therefore essential to observe TSME performance to ensure the TSMEs will reach their full potential through playing an active role in advancing the local community.…”

Section: Review Of Literaturementioning

confidence: 99%

Corporate governance practice for tourism small and medium-sized enterprises in Malaysia

Shariff

Abidin

2018

Int. j. adv. appl. sci.

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The Tourism Small and Medium-Sized Enterprises (TSMEs) make a significant portion of entrepreneurial enterprises in Malaysia, and as a matter of fact play a big role as the backbone in the Malaysian tourism industry. Good corporate governance has been proven as a mechanism to increase companies' performance and since corporate governance also plays a vital role in the small firms including entrepreneurial, this study intends to examine the corporate governance practices in TSMEs namely ownership and board structure, conflict of interest, stakeholders, social responsibility, remuneration and transparency. A number of 229 respondents consisted of board of directors and top management of TSMEs were asked to indicate the importance of corporate governance practices and to determine the component of best practices for the TSMEs. The findings highlight that all the six corporate governance practices significantly derived as important component for the TSMEs. At present, there has been limited study on corporate governance in TSMEs. Hence, these findings would contribute towards considering these best practices as a vital role in managing TSMEs in achieving their strategies and objectives.

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“…Studies conducted by Rose et al (2006) showed that economic environment and the understanding of the market needs and consumer goods became the deciding factor of the individual involved in business. Individuals should also identify areas or business site which is suitable for business premises due to the selection of the appropriate spaces will encourage business activities (Page et al, 1999). Therefore, the understanding and the facility provided is important to strategies the complex market.…”

Section: Literature Reviewmentioning

confidence: 99%

Influencing factors in doing business: The case of oil palm smallholders

Ahmad

2017

Int. j. adv. appl. sci.

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Agricultural industry such as oil palm is facing the market volatility and economic oppression. This resulted in volatility of oil palm planter's revenue. One way to make up the shortfall in revenue is to get them involved in business. However, the involvement of oil palm smallholders is not only influenced by economic factors alone, but also influenced by the push and pull factors. Therefore, the study included 178 smallholders who were currently doing business in Johor, Selangor, Perak and Sarawak. Analysis was done by Structural Equation Model (SEM) using SmartPLS software. The study found that the respondents engaged in business with the push and pull factors. Overall, the respondents expressed that "risk / challenges management" is the most important push factor followed by "leadership skill", "business opportunity", "family encouragement" and "income level". Meanwhile, "attend training" is the most important pull factor followed by factors of "infrastructure facilities" and "finance".

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Small business development and tourism: Terra incognita?

Cited by 147 publications

References 0 publications

Hotel entrepreneurship in a turbulent environment

Hotel entrepreneurship in a turbulent environment

Corporate governance practice for tourism small and medium-sized enterprises in Malaysia

Influencing factors in doing business: The case of oil palm smallholders

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