Journal of Enterprising Culture

Most companies recognise that it is essential that they engage in Research and Development activities.

In 1988/89 however New Zealand stood 17 on a list of 23 OECD countries with only 0.98 percent of its GDP allocated to R&D. This article describes a recent study of the R&D activities of 89 small, medium, and large New Zealand firms, which indicated that a number of significant differences exist between the R&D policies and practices of each type of firm.

It would appear that numbers of small/medium sized New Zealand firms, and even some large firms, do not recognise the importance of investing in R&D in tighter economic times as well as in times of economic expansion.

If the competitive position of New Zealand industry is to be improved R&D management must become more aware of the activities of the competition, and perhaps focus on process development and the acquisition of innovative technology from abroad.

Australian research efforts have established some strong relationships between small business training and education and improved managerial skill. Ultimately, this impacts on increased survival rates of small firms (Williams, 1990). While the literature suggests that management training programs are generally inadequate in Australia, there is comparatively little empirical research that has concentrated on the effectiveness of these programs in terms of course content and delivery. By surveying course providers and participants, this study seeks to determine the strengths and limitations in the current provision of such services and to identify policy avenues for the future development of more effective training programs. In contrast to previous research, the results of this paper indicate that the general effectiveness of training programs has noticeably improved since the 1980s. However, while providers have become more aware of the training needs of small businesses, and the means by which course effectiveness can be improved, providers need to make more concerted efforts to incorporate this knowledge into the development and delivery of specific training programs.

This study examines entrepreneurs and new ventures in a transition economy, Hungary, and identifies what variables distinguish between Hungarian entrepreneurs and their new ventures in the pre-1988 transition period from that which followed. The variables that discriminate most strongly are their business strategies. The newer firms had a concentration strategy while the older firms had a new product development strategy. Other variables that discriminated between the groups include reacting to the political environment, satisfaction with firm performance, encouragement from investors, recent investment in building improvement, and family history of entrepreneurship. The newer entrepreneurs had more family role models of entrepreneurship.

In recent years a significant number of Singapore companies have invested in the PRC, and a large number are set to follow in their path. The purpose of this research is to ascertain the Critical Success Factors (CSF) that have, in the opinion of senior executives, determined success in this market. Thus a guideline is produced to help executives of potential new entrants by indicating to them where their attention should be focused.

The data is gathered in two modes: survey and interview. Initially a sample of twenty-six companies was surveyed and asked a battery of questions to establish the relevant factors. These CSFs were analyzed for different industries under the headings of entry mechanisms, human resource factors, Government incentives, infrastructure and political factors. Two companies were then interviewed in depth in order to flesh out the survey data.

This paper is directed at the problem of designing an appropriate accounting information and control system for multinational organisations. The organisational context is shaped by factors such as the interrelationships between subsidiaries, the environmental uncertainties, the nationality of subsidiary and the cultural proximity of subsidiary to parent organisation. Moreover, the subsidiaries may be pursuing different business strategies and therefore may require different controls. Hence, strategy must be included as a factor in designing control systems for subsidiaries of MNCs. This paper will focus on the "fit" between various functions of the control system and business strategy in the context of a multinational organisation.