SME perspectives on business support services: the role of company size, industry and location

Boter, Håkan

doi:10.1108/sd.2006.05622baf.007

Cited by 39 publications

(75 citation statements)

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“…On the other hand, marketing advice helps firms to use their extant capabilities more effectively in the marketplace (Wren and Storey 2002, Lambrecht and Pirnay 2005, Boter and Lundström 2005, Branzei and Vertinsky 2006. It might also be expected to be routinized.…”

Section: Advice That Builds Capabilities Versus Advice That Uses Extamentioning

confidence: 99%

“…The advice to support internal processes has to delve more deeply within the firm to assist internal changes (Cepeda-Carrion et al 2012); whereas the advice that supports external change has to understand the market environment (Wren and Storey 2002). Second, programs that build on the extant capabilities of the firm, such as training or for marketing are more likely to be routinized (Lambrecht and Pirnay 2005, Boter and Lundström 2005, Branzei and Vertinsky 2006. A marketing plan may differ according to the type of industry and strategy but it has certain routinized features which may be codified (Chrisman and McMullan 2004).…”

Section: Introductionmentioning

confidence: 99%

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When moving information online diminishes change: advisory services to SMEs

2014

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Small firms perform poorly. How to support SMEs effectively has occupied policymakers for decades. Previous work suggests weak competition as a cause of 'the problem'. Therefore, the means of delivering support matters little. Accordingly, the government moved support online rather than be delivered in face-to-face exchanges between advisers and clients. However, we suggest adopting internal management practices to build capabilities does require face-to-face contact, so practices diffuse in a pattern like an 'epidemic'. In support a multinomial logit model of 1334 cases of advice found SMEs that took advice to enhance internal management practices were more likely to be referred by other firms. Hence, we argue that moving online diminished change within these SMEs.

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Section: Advice That Builds Capabilities Versus Advice That Uses Extamentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

When moving information online diminishes change: advisory services to SMEs

2014

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“…In a study of success and risk factors in the pre-start-up stage, Van Gelderen et al (2005) found that the intended company size (number of employees) was an influential factor in the entrepreneur's decision to start a company. In studying SMEs in Sweden, in which the number of employees ranged from one to 49, Boter and Lundström (2005) found that company size clearly related to the frequent use of advisory support systems. In their study they found that the smallest micro companies (employing 1-9 people) were not the most intensive users of support services.…”

Section: Business Advisory Services -A Means Of Reducing Riskmentioning

confidence: 99%

“…Companies often use business consultants for support, both in the start-up stages and in the later stages of their business life cycle. Such business support is an important area of entrepreneurship policy in European countries today (Lundström et al, 2008) as well as in SME policy generally (Boter and Lundström, 2005).…”

Section: Introductionmentioning

confidence: 99%

Business advisory services and risk among start-ups and young companies: a gender perspective

Kremel

Yazdanfar

2015

International Journal of Gender and Entrepreneurship

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This study aims to investigate the demand for business advisory services by owners of start-ups and young companies by taking a gender perspecitve. The study also examines whether risk-taking is more characteristic of masculine than feminine behaviour in this context. Design/methodA literature review examines business advisory services and risk aversion from a gender perspective. The empirical data are derived from interviews with owners of more than 2700 start-ups and young companies in Sweden. A number of key variables compare how the company owners (women and men) view business advisory services as a way to overcome risk and to gain access to information in networks. Several statistical tests are used to analyse these data. FindingsWomen owners of start-ups and young companies use more and different business advisory services than men owners. There are differences among the men owners and women owners as far as the amount of start-up capital, company size, and industry sector. Given the risks associated with start-up, business advisory services are important to women in helping them reduce their risk in the start-up and early stages of their companies. Research limitationCompanies in Sweden's largest city, Stockholm, were not included in the sample. Financial data were not used as variables. ImplicationsPolicy makers should address women owners' greater demand for business advisory services in their companies' early stages. Value/originalityThis study's originality is its gender perspective on the demand for business advisory services by startups and young companies, and its challenge to previous findings about entrepreneurial behaviour and risk taking.

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“…Especially in the tertiary sector, the proximity to customers is not so important anymore [44] and, also, this factor can be now considered as consistently rated within the two studied sectors. It should also be noted that both sectors play the key role in the development of the region and in the regional economic growth, [8], [2], [11], [26] which often corresponds with the cultural dimensions, infrastructure [38] and other location factors.…”

Section: Fig 1: Regression Fuction For Regional and Local Factorsmentioning

confidence: 99%

A comparison of location factors evaluation in the secondary and tertiary sectors

Jirásková¹

2015

E+M

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SME perspectives on business support services: the role of company size, industry and location

Cited by 39 publications

References 0 publications

When moving information online diminishes change: advisory services to SMEs

When moving information online diminishes change: advisory services to SMEs

Business advisory services and risk among start-ups and young companies: a gender perspective

A comparison of location factors evaluation in the secondary and tertiary sectors

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