首页> 外文期刊>Journal of enterprising culture >AN EMPIRICAL COMPARISON OF THE MANAGERIAL DEVELOPMENT OF FAMILY AND NON-FAMILY SMEs FROM AUSTRALIA'S MANUFACTURING SECTOR
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AN EMPIRICAL COMPARISON OF THE MANAGERIAL DEVELOPMENT OF FAMILY AND NON-FAMILY SMEs FROM AUSTRALIA'S MANUFACTURING SECTOR

机译:来自澳大利亚制造业的家族和非家族中小企业的经营发展的实证比较

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摘要

This study utilises data derived from the responses of 871 manufacturing SMEs between 1995/96 and 1997/98. The firms were segmented according to McMa-hon's (2001) taxonomy of low, moderate and high growth SMEs and then divided into family and non-family businesses. The study then empirically compares seven characteristics of managerial development across the two groups. The findings indicate there are significant differences in the managerial development of family and non-family businesses. In general, family businesses have more working proprietors, partners or directors; major decision-makers with less tertiary qualifications and are slower to adopt some management practices as they grow. Similarities include the size of their management teams, the practices of comparing performance and budget forecasting, and the evolution process itself. From a methodological perspective the findings indicate that the context of firms sampled needs to be controlled if meaningful comparisons are to be made.
机译:这项研究利用了来自1995/96年至1997/98年间871家制造业中小企业的响应得出的数据。根据麦克马洪(McMa-hon,2001)对低,中,高增长中小型企业的分类,将公司分为几部分,然后分为家族企业和非家族企业。然后,该研究从经验上比较了两组之间管理发展的七个特征。调查结果表明,家族企业和非家族企业的管理发展存在显着差异。一般而言,家族企业有更多的工作所有人,合伙人或董事。具有大专学历的主要决策者,并且随着他们的成长而采用某些管理实践的速度较慢。相似之处包括管理团队的规模,比较绩效和预算预测的实践以及演变过程本身。从方法论的角度来看,调查结果表明,如果要进行有意义的比较,则需要控制被抽样企业的环境。

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