Journal of Enterprising Culture

The ultimately unsuccessful predictive modelling literature has advanced our understanding of small firm growth processes no further than the descriptive and inflexible stage models approach achieved during the 1970s and 1980s. Consequently, this paper suggests an alternative theoretical starting point. Drawing upon the, predominantly aggregate level, contributions of evolutionary and institutional economists it is the intention of this paper to suggest more appropriate foundations for future firm level empirical analyses. With reference to four detailed case studies a preliminary model of small firm growth is posited and potential areas for future ethnographic and survey based research are signalled.

There have been divergent opinions as to the suitability of the various indicators of locus of control in business management research. This study examines how the indicators of internal locus and strategic locus of control function in the small business context. The study examines first the interrelations between these indicators and then relation between each of the indicators and the firm's strategic factors. The indicators of locus of control differed from each other in their relation to external control. The indicator of strategic locus of control correlated with the firm's targets, strategic decision-making and success. On the other hand the indicator of internal locus of control is useful in research on entrepreneurship and the birth of new firms.

This study explores how small firms' owner-managers view competition in their business environment and how this view may be associated with specific strategic choices leading to a competitive position in their markets. Its main research question deals with why different small firms' owner-managers choose different competitive strategies in a given industry setting. One of its main contentions is that in examining this phenomenon it was necessary first to explore the mental categorisations that guide the entrepreneurs' understanding of their competitive environment. Competition is a core concept in strategic management, and analysis of competitors' strategies is thought to be essential for a better understanding of competition and strategy formulation (Porter, 1980). Top managers' understanding of their competitive systems influences their decisions and acts, and in turn shapes their environment (Weick, 1979). As Zahra and Pearce (1990) have indicated, there is considerable theoretical and practical importance in further exploration of the processes that influence decision choices of dominant individuals within an organisation. One situation in which the views of an individual (as opposed to those of a political grouping) are likely to be dominant is that of the small business owner-manager, suggesting that studying samples of entrepreneurs could be a starting point for developing more psychological models of strategic choice. Data were collected with a sample of small firms' owners and managers running their businesses in the city of Londrina, Pr. The data collection procedures involved detailed and systematic interviews. A cognitive perspective was followed using Repertory Grid Technique that is derived from George Kelly's Personal Constructs Psychology. This technique allowed for the elicitation of constructs adopted by the respondents in the process of making sense of their competitive environment. Further data analysis indicated the most common features associated with the entrepreneurs' view of competitors' strategies. This allowed for the construction of taxonomy of strategic positions based on respondents' perception of their competitive environment.

Compliance with legislation has been highlighted as a factor influencing the reluctance of small and medium sized enterprises to take on new employees. With the objective of determining factors influencing smaller firms in their employment decisions, mailed questionnaires were used to survey small to medium manufacturing businesses in the Australian States of Victoria and New South Wales. Significant critical factors and deterrents to further employment were identified.

This paper examines the entertainment software industry within a market perspective. It addresses marketing issues such as acquisitions, mergers, franchising, direct investment, and collaborative arrangements, in an industry where there is significant change in business activity. New entrants in this highly competitive and high value market are identified as being more likely to be developers rather than publishers. Consumer spending in Europe alone for games and interactive entertainment is expected to rise to US $6.1 billion within three years, and by 2002 on-line game players are expected to number five million. Trends point to the income from computer games software and video games surpassing major box office receipts of the motion picture industry. Markets are also emerging to satisfy new classes of consumers both in Europe and in Asia.