Journal of Enterprising Culture

The transformation taking place in China's economy is simultaneously characterized by rapid growth (estimated at 13% in 1992 and 1993), movement toward a free market economic model, and the "opening" of China to active participation in and by the outside world. As these changes take place, managers in China are challenged to adopt new management practices. This paper briefly discusses three major challenges facing managers in China today: 1) enhancing customer orientation; 2) increasing effective utilization of human resources; and 3) development of financial information systems. The paper warns against the temptation to "clone" free market economic systems and management practices. Instead, Chinese managers and policy makers can selectively adopt "best practices" from around the world even as they retain selected Chinese management practices and economic policies which remain effective models from which the rest of the world may learn.

The ongoing deregulation of the New Zealand economy since 1984 has resulted in more importance than ever being attached to marketing. Small firms play an important role in the economy and the recent improvement in the country's economic position has been attributed in no small part to the success of small firms in the export sector. This paper reports the results of an investigation into the marketing practices of small firms, an area in New Zealand about which relatively little is known. The research is part of a larger exercise, the international marketing effectiveness project [I.M.E.P.]

While planning and control and their impact on small firm growth are implicit in many academic discussions, much of our understanding of these phenomena are based on speculation and opinion. Thus, they seem neglected areas of small business research. This paper seeks to improve the understanding of formal planning and control systems and their relationship to the growth of small business in Australian manufacturing.

First, a framework is developed which incorporates the main contextual variables which independently and simultaneously have been shown to have a major relationship with growth. Second, the study provides empirically-based qualitative evidence to further the understanding of causality in the growth of small business by focusing on how formal planning and control systems are embedded within the external or internal contextual variables of small business and the characteristics of their management.

Evidence is also provided as to the conditions and circumstances under which formal planning and control are likely to be most effective in controlling the effects of contextual variables, and to the differences between high growth and low growth firms in the use of formal planning and control. The findings of this study are important for two principal reasons. First, it has provided the opportunity to conduct exploratory research into how a small business is managed within the context in which the processes are applied. Second, it has provided the opportunity to identify factors which encourage or discourage small firms to plan, thus providing a better understanding of the planning and control process adopted by small firms.

A survey of Singaporean SMEs was carried out to determine the relationship between the growth of local SMEs and the characteristics of owners and the firm. The study analysed both the demographic and psychological attributes of the owners, as well as firm attributes, such as size and age of the firm. Regression models were constructed to determine the relationship between the growth of SMEs and owners' and firms' characteristics. The results show that the educational level and working experience of owners, their need for achievement and internal locus of control, as well as the age of the business, and the ability of the business to attract government grants correlate significantly with the growth of the firm.

Much has been reported in the press [The Straits Times, "Emphasis On Examination Results May Curb Entrepreneurship, ENDEC Survey Report", 16 July 1993] about the lack of entrepreneurial spirit among young Singaporeans today. There appears to be a shortage of industrial, export-oriented and outward-looking entrepreneurs. It is noted that Singapore tertiary students are generally not interested or are not willing to be self-employed or to start their own business. Many prefer to be wage-earners in the public and private sectors. This is particularly true for university graduates who can command relatively high earnings and job security. Therefore they would prefer not to start out on their own which may entail higher risks. This study seeks to explore whether entrepreneurial spirit exists among Singapore tertiary students or there is really a dearth of budding entrepreneurs among the tertiary students. The objective therefore is to verify the extent of truth in the press reports. A prior study (Poon et al, 1993) was carried out but it was only limited to the students of the School of Accountancy and Business (SAB). The underlying motivation behind this present research is to assess the risk-seeking aptitude and innovative nature (creativity) prevalent among the tertiary students who represent the bulk of the young population and future leaders of Singapore. With the findings so gathered, suggestions and recommendations can then be put forward as to how to nurture or enhance the entrepreneurial spirit that is so vital to Singapore, at present and in the future.

This paper presents a method to examine the communication system within a business enterprise in order to determine whether or not a drop in efficiency and productivity in a business enterprise is due to deficiencies in its communication system. Serious problems can exist in communication, especially in relation to superior-subordinate communication when employees are required to communicate with an alternate other than the owner or the designated superior. In addition, employees may have problems in their perceptions of the value given to their views by the owner of the enterprise or management and the advance notice and consultation by the owner of the enterprise or management on actions affecting the employees themselves. It is recommended that the owner of the enterprise or management revise some of its communication plans, develop and implement a special training program for business managers dealing with employees in an alternate capacity and to develop plans for effective response to employee suggestions. Finally, it is also suggested that the owner of the enterprise or management at least consult with employees on future plans that will have an important impact on their workplace and career environment. It is hoped that the recommendations will help any business enterprise to grow with its people.