Assignment (MPhil)--University of Stellenbosch, 2008. / Bibliography. Also available via the Internet.

Thesis (M.B.A.) - Carleton University, 2005. / Includes bibliographical references (p. 113-121). Also available in electronic format on the Internet.

Thesis (Ph. D.)--University of Hong Kong, 2007.

No description available.

M.B.A. / Please refer to full text to view abstract

Digitized by Kansas Correctional Industries

This research is a case study based on an entrepreneurship located in Henderson, Kentucky called HorseFeathers Gifts. HorseFeathers Gifts supplies handmade, vintage-inspired jewelry and accessories to customers all over the world. The case study documents the path taken by HorseFeathers Gifts’ owners, showing exactly how the entrepreneurship reached the successful position that it currently holds. Based on the case studies available and a review of the literature, it is apparent that no other case studies like this one exist. Information for this case was gathered by interviewing both owners of HorseFeathers Gifts. The interviews helped me to learn about the business’ story from the day it was first engendered until the present day. This case study displays the business’ processes, successes, and failures, and ultimately gives struggling or aspiring entrepreneurs advice on how to better their own chances of business survival.

Researchers and practitioners have recognized the need for business leaders to establish effective internal control frameworks. Some small and medium enterprises (SME) leaders lack strategies for improving internal control systems. The purpose of this multiple case study was to explore the strategies leaders of SMEs in Nigeria use for improving internal control practices. Building on the internal control theory and transactional leadership theory, semistructured face-to-face and phone interviews were conducted with 8 purposively-selected leaders of SMEs in Nigeria who successfully implemented internal control practices. The 5 themes that emerged from the thematic analysis of the interview data were: segregation of duty; adherence to processes, policies, and procedures; staffing, training, and experience; information technology; and staff empowerment and management commitment. The findings from this study indicate that leaders of SMEs in Nigeria use similar strategies to improve internal control practices. All participants used segregation of duty and adherence to processes, policies, and procedures as strategies for improving internal control practices. SME leaders should possess adequate leadership skills for improving internal control systems in their business. The result of this study may contribute to positive social change by providing SME leaders with knowledge on strategies for improving internal control practices which will minimize loss of assets and boost profitability and business sustainability. With increase in business profitability, leaders of SMEs will increase the firms' corporate social responsibility through payment of more taxes, and provision of employment opportunities and social amenities to the local community.

Small businesses in Zimbabwe make up 94% of the country's business population but only contribute 15% to the country's economy due to a high failure rate during the first 5 years. The purpose of this descriptive multiple case study was to explore strategies and skills that may contribute to the sustainability of small businesses during the first 5 years. The study population consisted of 5 small business owners in Ntepe village in Zimbabwe who had sustained their businesses for the first 5 years of operations. The conceptual framework that grounded this study was management theory. The data collection process involved conducting semistructured interviews with small business owners. Data analysis involved the adoption of methodological triangulation, thematic analysis, and member checking to ensure reliability and credibility of the data collected. The data collected presented two main themes: developing leadership skills and planning for positive performance. Key attributes and skills of a small business leader include trustworthiness, ability to lead resolutions that solve problems, effective communication of quality expectations, development of customer focus, and ability to address the needs of employees. Planning for positive performance includes goal setting, creating policies and procedures, and developing a control system for financial activities. This study may contribute to social change by providing data on proven strategies used by small business managers to sustain their businesses during the first 5 years of operations. The community may benefit from owners being better prepared to sustain their small businesses, given that these businesses may then hire employees and contribute to the local economy.

Project (M.P.P.) - Simon Fraser University, 2006. / Theses (Master of Public Policy Program) / Simon Fraser University. Also issued in digital format and available on the World Wide Web.