The Local Business Service Centre (LBSC) programme launched by the government of the Republic of South Africa in 1995 to provide business development services to small business, moreso in the Black communities, did not live up to expectations. This is according to the responses of a sample of 400 small business owners who were researched regarding the effectiveness of the LBSC programme, with a usable questionnaire response rate of 37.8%. The purpose of this ex post facto research, conducted in 2006 and 2007, was to evaluate the impact of the LBSC programme on small businesses in the Gauteng Province of South Africa. The results will assist in developing strategies for the delivery of business development services (BDSs) that would meet the expectations of all stakeholders. This is the challenge facing South Africa. The better-known service centres include the Small Business Development Centres in the United States of America and Business Link in the United Kingdom of Great Britain; and international brands like the Enterprise Development Centres sponsored by the International Labour Organisation. These centres provide business development services such as information, basic management training and referrals to more advanced services. The quantitative research was based on a questionnaire consisting of 42 variables and one open-ended question. The questionnaire was sent to 400 small business owners who had received counselling from the LBSCs. The questionnaire was developed from a literature review on service centres in the developed and developing world; the qualitative studies of Bloch&Daze in 2000 and Urban-Econ in 2002 which were conducted nationally, and structured qualitative interviews with former government officials and existing LBSC owners. The open-ended question solicited respondents to specify the type of service centre that would meet their requirements. According to the four-point Likert scale used, most respondents “disagree” that the LBSCs were effective, and the rating was just shy of the 2.5 median. Three factors emerged from the responses: “capacity and professionalism”; “productive relationship” and “empowering association”. According to a t-test and an analysis of variance (Anova), there was no statistical difference between the means and mid-points of the independent variables for the three factors which indicated “disagree”, except “capacity and professionalism” and “empowering association” in terms of turnover. The independent variables included the age of the SMME owner, the qualifications of the owner, the turnover, the number of employees and the age of the entity. The researcher has recommended an eight-point SMME development strategy as the basis to introduce a new generation of service centres to stimulate entrepreneurship and provide business development services. The recommended eight-point strategy will also assist to assess new business development services centres being introduced by various governments. / Thesis (DCom)--University of Pretoria, 2010. / Business Management / unrestricted

Thesis (PhD) -- University of Western Sydney, Nepean, 2000. / Includes bibliographical references (leaves 276-304).

Small businesses, particularly growing small businesses, are regarded by policy makers and academics alike as being important sources of wealth creation, employment generation and innovation. Yet, few small businesses grow. One potential way of explaining why so many businesses do not grow is through the notion of 'barriers'. Previous studies on barriers typically identify and predict what kinds of barriers affect business growth, rather than attempt to explain how or why this is the case, if indeed it is the case at all. This thesis aims to elaborate on our understanding of barriers to small business growth. Two qualitative inductive interview-based studies were conducted in St. Petersburg Russia; the first was conducted in 2003, the second in 2005. Using semi-structured interviews in the second study (the main study), 27 owner-managers of small businesses in Russia were asked if they had intentions to grow the business, how they grew their businesses or intended to do so, and what, if anything, interfered with this process. The purpose of the study was two-fold: first, its purpose was to examine barriers from the perspective of individual owner-managers, with an emphasis on the meaning of barriers and the context in which they are perceived, and second to explore and examine how or the ways in which perceived barriers may influence owner-managers’ growth intentions and behaviours. Data were analysed using template analysis mainly, drawing on interpretive phenomenological analysis and matrix analysis. Based on the accounts of owner-managers, barriers were found to work in different ways to shape intentions to grow or not to grow, and as well to shape intention realization. How this occurred depended partly on owner-managers’ perceptions of the institutional environment. Findings suggest that the relationship between barriers and small business growth is complex. It is, nevertheless, a relationship which purports to be a fruitful area of study, one in which future research might further our understanding of small business growth from a continuing examination of barriers, particularly in relation to intentions, in relation to how meaningful barriers are perceived to be, and in relation to the context in which they are perceived.