by Chen Wai Sze, Catriona, Fok Yu Chun, Eugene. / Thesis (M.B.A.)--Chinese University of Hong Kong, 2000. / Includes bibliographical references (leaves 39-41). / ABSTRACT --- p.ii / TABLE OF CONTENTS --- p.iii / ACKNOWLEDGEMENT --- p.v / Chapter / Chapter I. --- INTRODUCTION --- p.1 / Objectives --- p.2 / Methodology --- p.3 / Chapter II. --- CULTURE AND MANAGEMENT IN U.S. AND H.K --- p.4 / Background --- p.4 / Hong Kong Situation --- p.4 / Silicon Valley Situation --- p.5 / HK Culture vs US Culture --- p.6 / Tech Culture in Silicon Valley --- p.7 / Hong Kong Culture --- p.11 / Management in U.S. vs. Management in Hong Kong --- p.12 / Stewardship vs. Entrepreneur ship --- p.12 / Organization Structure and Work Environment --- p.12 / Research and Development --- p.13 / Human Resources Management --- p.14 / Process of Decision Manking --- p.15 / Chapter III. --- CORPORATE STRATEGY AND INNOVATION STRATEGY MANAGEMENT --- p.16 / Corporate Strategy Management --- p.16 / Establish Uniqueness in Forming Corporate Strategy --- p.16 / Continually Explore New Future Strategies --- p.17 / Managing the Dual Strategy --- p.20 / Conclusion of Corporate Strategy Management --- p.21 / Innovation Strategy --- p.21 / Competitive Strategy vs. Value Innovation --- p.22 / Identifying Innovations --- p.24 / Conclusion of Innovation Strategy --- p.25 / Chapter IV. --- CASE ILLUSTRATIONS --- p.26 / U.S. Cases --- p.26 / A US High Technology Firm Specializes in Semi- conductor --- p.26 / "Technology Deployment International, Inc" --- p.27 / H.K. Cases --- p.28 / Gohome.com.hk --- p.28 / Wellfit Information Technology Limited --- p.29 / Chapter V. --- LESSONS TO BE LEARNED FOR THE HONG KONG COMPANIES --- p.32 / Develop a Tech Culture --- p.32 / Treasure Good People --- p.32 / Encourage Constant Learning --- p.33 / Encourage Enterpreneurship --- p.33 / Speed Up Decision Making Process --- p.33 / Informal Work Environment --- p.34 / Corporate Strategies --- p.34 / Innovation Strategies --- p.34 / Chapter VI. --- CONCLUSION --- p.36 / Chapter VII. --- RECOMMENDATIONS --- p.37 / Education --- p.37 / Patent Issue --- p.37 / Government not to Compete with Local Firms --- p.38 / Tax Deduction --- p.38 / BIBLIOGRAPHY --- p.39

Thesis (MIng)--University of Stellenbosch, 2003. / ENGLISH ABSTRACT: TheSouthAfrican economy islargely dependant on small enterprisesas a valuable source of job creation, gross domestic product as well as product development and innovation, However, unfortunately there existsan extremeiy high failure rate among small businesswith 20%of startup businessesfailing within the firstyear of operation, and an almost 60% failure rate within the first6 years of existence, Thesestatisticshave initiated several research studies,and have been the focus of many businessbooks, in itseif, creating a vast industry of small businesssuccesstools and quick fix solutions, When considering the high failure rates of small businesses,the concepts surrounding sustainable development come into question by pure method of association, Sustainable development issueshave become a top priority globally and have moved up the corporate agenda in recent years. When trying to "marry" these two concepts, questions arise regarding the effect of integrating sustainability principles and management systems,with contemporary small businessstrategy. Theaim of thisstudy isto investigate existingcritical successmodels and to integrate some simple initial stages of sustainable development business strategy within these models. Expectantly, some of the principles contained in the formalisation of management systems that address sustainability issues,could be incorporated in traditional management models in an attempt to identify possible interventions and tools that might positivelyimpact on the successrate of small businessenterprises. These concepts would be tested by means of implementing a formal environmental management system (based on the ISO 14001standard) as an initial approach to addressingsustainabilitygoals, as a case study, The successful implementation of an ISO 14001 environmental management system at this small businessenterprise, realised several advantages for the company, and have been used to adapt traditional management models to include for some of the simple concepts of sustainable development. / AFRIKAANSE OPSOMMING: Die Suid Afrikaanse ekonomie is in 'n groot mate afhanklik van klein besighede as 'n waardevolle bron van werkskepping, bruto binnelandse produk, asook van produk ontwikkeling en innovasie, Des nieteenstaande, bestaan daar ongelukkig 'n baie hoe faling syfer onder klein besighede, met 20%van aanvangsbesighede wat mislukbinne die eerste jaar van bedryf en ongeveer 60%van besighede wat mislukbinne die eerste 6jaar van bestaan. Hierdie statistieke het reeds verskeie navorsingstudiesgeinisieer en was reeds die tema van verskeie boeke, wat opsig self 'n reuse industrie genereer van sake sukseshandleidings en kits oplossings vir verskeie probleme, Wanneer hierdie hoe falings statistieke onder klein sake ondernemings oorweeg word, bevraagteken mens die konsepte rakende volhoubare ontwikkeiing, bloot as gevolg van assosiasie,Volhoubare ontwikkeling het in die laaste paar jaar baie aandag geniet op die prioriteitsagendas internationaal, asook van verskeie korporatiewe agendas. As gepoog word om hierdie twee konsepte met mekaar te vereenselwig, ontwikkel daar verskeievrae rakende die effek van die integrering van volhoubare ontwikkelingsbeginselsen verwante bestuurstelsels,met bestaande kiein sake onderneming strategie, Die doel van hierdie studie isom bestaande suksesmodelIe vir klein sake ondernemings te ondersoek, en om sommige van die begin fase beginselsvan volhoubare besigheids strategie, met mekaar te integreer. Daar sou verwag kon word dot sommige van .die konsepte bevat in die formaiisering van bestuurstelselsrakende volhoubare ontwikkeling, ook geinkorporeer kan word binne bestaande traditionele bestuursmodelle, in 'n poging om moontlike ingrypings en gereedskap te identifiseer wat 'n positiewe impak kan he op die suksessyfersvan kleinsake ondernemings. Hierdie konsepte is getoets aan die hand van 'n implimentering van 'n formele omgewingsbestuurstelsel(gebasseer op die ISO14001standaard) as 'ngevalle studie, wat die begin benadering vorm om die doelwitte van volhoubaarheid aan te spreek. Die suksesvolleimplimentering van 'n ISO 14001omgewingsbestuurselsel by 'n klein sake onderneming het verskeie voordele vir hierdie maatskappy tot gevolg gehad. en is gebruik om tradisionele suksesmodelleaan te pas, om voorsiening te maak vir sommige van die konsepte rakende volhoubare ontwikkeling.

Thesis (MPhil)--Stellenbosch University, 2004. / ENGLISH ABSTRACT: Evaluating small business development policies and programmes is a methodologically difficult task. A wide range of role players in the economy - government departments and agencies, corporations, international donors, and non-governmental organisations - invest resources of sizeable magnitude annually in promoting small business. This investment is often justified on the basis of the importance of small business in contributing to the attainment of a range of socio-economic objectives such as job creation, addressing economic inequity among various population groups, stimulating competition in the economy, and enhancing economic growth. With the increase in the magnitude of public investment in small business development, and increasing competition for the same resources from other worthwhile interventions, the pressure for public accountability and the need to demonstrate effectiveness of policies and programmes has increased. Programme sponsors are increasingly requiring that those receiving public funds for small business development projects should ensure effective monitoring and evaluation of their programmes in order to ensure that there is a sound information base to provide the necessary policy and programme feedback. The question, however, is to what extent small business policies and programmes are successful in ensuring the attainment of their objectives. To what degree can any changes at the level of the enterprise and its immediate environment be realistically attributed to the effectiveness of policies and programmes? Can ongoing investment In small business development be justified in the face of competing demands for the same resources from other worthwhile and perhaps more pressing causes? How efficient is a particular policy or programme in terms of its cost in relation to other policy or programme alternatives? These and more are questions facing evaluators of small business development policies and programmes. This thesis shows that the task facing these evaluators is not an easy one, due to methodological complexities encountered in attempting to answer these questions. / AFRIKAANSE OPSOMMING: Die evaluering van ontwikkelingsbeleidsrigtinge en -programme van kleinsakeondernemings is metodologies geen maklike taak nie. 'n Groot verskeidenheid rolspelers in die ekonomie, ingeslote regeringsdepartemente en -instansies, korporasies, internasionale skenkers en nie-regeringsorganisasies, belê jaarliks aansienlike hulpbronne in die bevordering van kleinsakeondernemings. Sodanige beleggings word dikwels geregverdig aan die hand van die belangrikheid van kleinsakeondernemings se bydrae tot die bereiking van verskeie sosio-ekonomiese doelwitte soos werkskepping, en om die kwessie van ekonomiese ongelykheid tussen onderskeie bevolkingsgroepe aan te roer, om mededinging binne die ekonomie aan te moedig en om ekonomiese groei te versterk. Die toename in die omvang van openbare beleggings in kleinsakeontwikkeling asook toenemende mededinging vir dieselfde hulpbronne deur ander verdienstelike partye gaan gepaard met toenemende druk vir openbare aanspreeklikheid en noodsaak doeltreffende beleidsrigtingr en -programme. Programborge vereis toenemend dat diegene wat openbare fondse vir kleinsakeontwikkelingsprojekte ontvang, die doeltreffende monitering en evaluering van hulle programme moet waarborg sodat daar 'n deeglike inligtingsbasis bestaan om die nodige beleids- en programterugvoer te verskaf. Die vraag is egter tot welke mate kleinsakebeleidsrigtinge en -programme daarin slaag om te verseker dat hul doelwitte bereik word. Tot watter mate kan enige veranderinge op ondernemingsvlak en sy onmiddellike omgewing, realisties gesproke, aan die doeltreffendheid van beleidsrigtinge en -programme toegeskryfword? Kan voortgesette beleggings in kleinsakeontwikkeling geregverdig word in die lig van mededinging vir dieselfde hulpbronne deur ander verdienstelike, en moontlik selfs meer dwingende, sake? Hoe doeltreffend is 'n bepaalde beleid of program in terme van sy koste, gesien in verhouding tot ander beleids- of programkeuses? Diegene, wat verantwoordelik is vir die beoordeling van kleinsakeontwikkelingsbeleidsrigtinge en - programme word deur hierdie en vele ander vrae gekonfronteer. Hierdie tesis toon aan dat sodanige beoordelaars, as gevolg van die metodologiese ingewikkeldhede waarvoor hulle te staan kom in die poging om hierdie vrae te beantwoord, geen maklike taak het me.

Submitted in full requirement for the Degree Masters in Technology: Marketing, Technikon Natal, 2000. / It has been largely accepted that Small, Medium and Micro Enterprises (SMMEs) are principal driving forces in economic development (UN-ECE, 1999; Istomina, 1998; Lalkaka, 1996). However, many small, medium and micro enterprises are constrained by an array of problems such as a lack of access to finance, training services and physical infrastructure. Also, small, medium and micro enterprises are forced to operate in highly competitive environments and transition economies and this limits the ability of small, medium and micro enterprises and even large organisations to operate successfully and efficiently. Consequently, a strategy focused on inter-firm linkages and collaboration could alleviate the problems faced by small, medium and micro enterprises. Research indicates that inter-firm linkages or clustering can lead to the emergence of collective efficiency, which facilitates the industrialisation of SMMEs and has the potential of contributing to economic development (Schmitz, 1995). A cluster would involve interaction between enterprises or networks of enterprises that produce identical or similar products. These linkages create 'collective efficiency' which is critical in sustaining a competitive edge. The ability of small, medium and micro enterprises to maintain this competitive edge will ensure greater success and opportunities for specialisation and differantion. / M

by Chan Chi-Hong, Timothy. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1988. / Bibliography: leaves 42-43.

The Theory of the Firm consists of a number of economic theories that attempt to describe the nature and the behaviour of the firm. One of the important assumptions of the theory is that of profit maximisation. In order to maximise profits, there are four factors of production that are required by the firm, i.e. land, labour, capital and entrepreneurship. Although capital may relate to the acquisition of funds that are required by the business, it also relates to proper financial skills that are needed to manage these funds. Therefore, in order to successfully establish and manage a business, especially a small or medium sized enterprise, it is necessary to possess financial management and accounting skills. The SME sector has been identified as having the potential to contribute to economic growth of the country. In order to achieve this objective, is important that the sector is well managed and that there are sufficient accounting and financial management skills in the sector. The research has been undertaken in order to determine and evaluate accounting and financial management skills that are needed by the SME sector in KwaZulu-Natal. The literature review suggested that an absence of accounting and financial management and accounting skills contributes to the poor performance of the sector in South Africa and that the possession of some basic skills in these fields may enhance the growth and profitability of the sector. The research design was of a quantitative nature. A questionnaire was completed by a group of thirty industry experts and these findings were statistically analysed. The questionnaire allowed for further comments and opinions from the experts on selected accounting and financial management aspects in the SME sector. The empirical research indicated that: • there is a low level of accounting and financial management skills in the SME sector in KwaZulu-Natal; and, • there is a need to improve the accounting and financial management skills in the SME sector in KwaZulu-Natal. / Thesis (M.Comm.) - University of KwaZulu-Natal, Pietermaritzburg, 2008.

[Truncated abstract] The focus of this thesis is to investigate the meaning and measurement of business success for owner-operators of Small and Medium Enterprises (SMEs). Taking a first step towards a greater understanding of SME performance, the study develops an instrument specifically designed to measure the business goals and objectives of SME owners. This development is based on a combination of a: literature search; quantitative analysis of a secondary data set of the goals and expectations of Australian retailers; qualitative (focus group) study of West Australian SME principals; and quantitative (mail survey) study of West Australian SME principals. Both these primary data studies used SME principals from a wide variety of industries . . . Tests of the power of the SOS to account for differences in economic performance revealed that the SOS significantly increased understanding of variations in owner returns and profitability and had a limited capacity to explain differences in revenue growth and staff revenue productivity. SOS satisfaction was found to describe differences in owner-operators’ perceptions of business success significantly better than objective measures of economic return. It is expected that such knowledge will help subsequent research develop an understanding of how SME onwer-operators modify their expectations of economic return for the utility they gain from their working life.

144 p. / Submitted by Santiago Fabio (fabio.ssantiago@hotmail.com) on 2012-12-17T20:02:37Z No. of bitstreams: 1 777777.pdf: 1404043 bytes, checksum: 455c1842a991a43ffa2c67ea28e28e0f (MD5) / Made available in DSpace on 2012-12-17T20:02:37Z (GMT). No. of bitstreams: 1 777777.pdf: 1404043 bytes, checksum: 455c1842a991a43ffa2c67ea28e28e0f (MD5) Previous issue date: 2011 / Este trabalho se propõe a analisar como uma pequena empresa inovadora gerencia o processo de difusão das suas inovações, especialmente no que tange à difusão das novas idéias para o mercado, bem como entender quais variáveis interferem neste processo. Para tanto, foi realizado um estudo de caso com uma organização baiana vencedora nacional do Prêmio FINEP de Inovação 2010, a Softwell Solutions. Foram adotados como referenciais teóricos da pesquisa o conceito de inovação apresentada pela Teoria do Desenvolvimento Econômico, de Schumpeter, e a Teoria da Difusão de Inovações proposta por Everett Rogers, autor considerado principal autoridade nesta temática. Para Rogers, a difusão de uma inovação consiste no processo de adoção, incorporação e utilização do novo método ou artefato por agentes de determinado sistema produtivo ou social. Este processo é composto por quatro elementos-chaves: a inovação em si, os canais de comunicação empregados para troca de informações entre os agentes envolvidos no processo, o tempo necessário para absorção da inovação e o sistema social onde ocorre a difusão. Outros dois conceitos, baseados em diversos autores, foram vinculados à teoria proposta por Rogers: o uso das novas tecnologias de informação e comunicação (TICs) como importantes canais de comunicação para a troca de informações e interação entre agentes sociais; e a importância de as organizações construírem redes produtivas, alianças estratégicas e parcerias com fornecedores, órgãos públicos de fomento, concorrentes, universidades, centros de pesquisa, dentre outros agentes, tanto para gerar quanto para difundir inovações. A partir desta fundamentação teórica, a pesquisa a ser apresentada neste trabalho dissertativo se propôs então a responder à seguinte questão: Como uma pequena empresa reconhecidamente inovadora gerencia o processo de difusão da sua inovação tecnológica no mercado? Considera-se como principal justifica para realização da pesquisa o entendimento, fundamentado em diversos autores da literatura consultada, de que o conhecimento do processo de difusão da inovação favorece a sua gestão, ainda que este envolva também fatores que estão fora da esfera de controle da empresa. Conclui-se que a empresa estudada gerencia de forma sistemática e planejada o processo de inovação, e isto se reflete no planejamento do processo de difusão da inovação no mercado. Embora esta etapa não seja gerenciada com base em critérios tão claramente definidos como na etapa de criação e desenvolvimento de novas idéias, observa-se o planejamento das ações de comunicação, a adequada identificação dos membros mais propensos à adoção da inovação e dos agentes influenciadores da decisão de adoção da inovação, bem como a compreensão dos canais de comunicação mais adequados ao perfil dos públicos de interesse da empresa e dos mecanismos eficazes para legitimar o produto socialmente, fornecer informações sobre ele ao mercado e reduzir inseguranças. / Salvador

Despite the fact that small family and non-family businesses in South Africa are important contributors to economic and social development, their failure rates are still high globally. Major contributing factors to this high failure rate are the lack of marketing skills and ineffective marketing practices. Therefore, the primary objective of this study was to establish what marketing mix strategies are used by small family and non-family businesses in the Eastern Cape and the influence of these strategies on Perceived business performance. The literature review dealt with the nature and importance of marketing, and the traditional marketing mix strategies were elaborated on from a small family and non-family business perspective. The traditional marketing mix strategies (4Ps) identified as influencing the Perceived business performance of small family and non-family businesses, were classified as Product-, Pricing-, Place-, and Promotion strategies. From the literature review, it was evident that the traditional marketing mix strategies have been criticised by a number of studies as not reflecting the holistic marketing concept within the 21st century. Yet, despite its simplicity various studies still find the traditional 4P framework to be a strong staple of the marketing mix. In this study, a quantitative research design was adopted and an exploratory and descriptive research approach of a cross-sectional nature were undertaken. A convenience sampling technique was used owing to the inaccessibility of a small family and non-family business database. The sample size in this study consisted of 195 small family-owned businesses and 145 small non-family businesses operating within the borders of the Eastern Cape. The primary data in this study was gathered by means of a structured, self-administered questionnaire. The measuring instrument was developed by sourcing items from several existing studies. Small family and non-family businesses were approached by fieldworkers and asked to participate in this study. In total 400 questionnaires were distributed, of which 340 were usable for further statistical analyses. Therefore, an effective response rate of 85% was achieved in this study. The validity and reliability of the measuring instrument were confirmed by means of an exploratory factor analysis (EFA) and by the calculation of Cronbach„s alpha (CA) coefficients. The five usable factors that were extracted from the EFA were identified as Pricing strategies, Competitive distribution strategies, Communication process strategies, Low cost promotion strategies and Perceived business performance. The CA coefficient for Pricing strategies indicated that the scale measuring this factor was not reliable due to it falling below the accepted norm of 0.6 and, therefore it was disregarded from further analysis. The CA coefficients returned for the remaining usable factors extracted from the EFA were greater than 0.6, thus indicating the scales measuring these variables provided satisfactory evidence of validity and reliability. The findings of the descriptive statistics showed that the highest mean score reported was for the independent variable Competitive distribution strategies, followed by Communication process strategies and Low cost promotion strategies. Based on the mean, respondents indicated that they often utilise Competitive distribution strategies and Communication process strategies, and seldom utilise Low cost promotion strategies. Pearson‟s product moment correlations revealed that all the marketing mix strategies, for both small family and non-family businesses, investigated were found to be significantly and positively correlated with the dependent variable Perceived business performance, and amongst themselves. The findings of the MRA showed that utilising Competitive distribution strategies have a significant positive influence on the Perceived business performance of small family businesses. The finding implies that the more small family businesses in this study provide high-quality and competitive products through distributions process methods by setting timing objectives, using distributions selection criteria and changing the distribution channel when needed to continuously satisfy customers‟ needs, the more likely the business is to experience growth in profit and sales and having loyal customers who make regular purchases and recommend the business to others. This study found no relationship between Competitive distribution strategies and the Perceived business performance of small non-family businesses, as well as between Communication Process strategies and Low cost promotion strategies and Perceived business performance of small family and non-family businesses. The results of the t-tests revealed that no statistically significant relationship was found between the Type of small business ownership and any of the three independent variables, Competitive distribution-, Communication Process-, and Low cost promotion strategies. Furthermore, the results of the Chi-square test for independence reported no statistically significant difference between using the family name as a marketing or branding tool and the size of the small business in this study. The results, however, indicated that as the business size increases, the more small businesses use their family name as a marketing- or branding tool. From the 18 sets of null hypotheses that were formulated, to explore whether the demographical variables had an influence on the marketing mix strategies utilised by the small family and non-family businesses, only 11 multivariant analysis of variance (MANOVA) relationships could be established as being statistically significant. These include the Gender of the business owner/manager, Age of the business owner/manager, Management qualifications of the business owner/manager, Ethnicity of the business owner/manager, Position in the small business, Years small business is in existence, Working experience of the business owner/manager, Management working experience of the business owner/manager, Form of business ownership, Area of business premises and Target market of the small business. This study has addressed a gap in the current literature regarding the influence of marketing mix strategies on business performance among small family and non-family businesses in a developing economy such as South Africa. This study has furthermore attempted to enlarge the body of knowledge available on marketing, especially concerning Communication Process, Competitive distribution strategies and Low cost promotion strategies. The results of the study differ somewhat from existing literature, and therefore add to the body of knowledge on marketing. Furthermore, the findings of this study show that small family businesses utilising Competitive distribution strategies have a significant positive influence on their Perceived business performance, and in doing so makes a small contribution towards increasing the success rate of these small family businesses and in return positively contribute to the economic growth and development of South Africa.

Thesis (MTech (Business Administration))--Cape Peninsula University of Technology, 2017. / Introduction The research looked at the application of project management tools and techniques in ICT SME projects in the Western Cape. Problem Statement Previous literature revealed that small to medium enterprises (SMEs) are vital to developing economies as they provide employment and contribute to overall sustainable economic productivity. Literature further alludes that project management tools and techniques enhance SME’s ability to innovate, grow and compete in industry. However, it is unclear if ICT SMEs in Western Cape are applying project management tools and techniques in their projects. Therefore, this study aimed to investigate whether ICT SMEs in Western Cape applied these tools and techniques in their projects. Aims / Objectives The primary objective of the research was to determine the extent to which ICT SMEs in Western Cape were using project management tools and techniques. The secondary research objectives were: to determine the extent to which ICT SMEs in Western Cape knew about the project management tools and techniques and how to use them; to establish the extent to which the ICT SMEs knew the benefits of using project management tools and techniques; and to determine the extent to which project management tools and techniques were used by SMEs to achieve success. Methodology The research was non experimental. An electronic questionnaire was distributed using Survey Monkey and Mail Chimp to collect responses. Some questionnaires were hand delivered to ICT SMEs based in the Cape Town CBD areas accessible to the researcher. The results presented in the research were based on a survey of ICT SMEs, located in Western Cape. Out of the 341 responses targeted a total of 210 responses were obtained. The results obtained represent 60- 70% of the population interviewed. The sample was chosen using stratified random sampling that classified the respondents according to organisational hierarchy, and the amount per strata was noted. The respondents within each stratum were chosen using simple random sampling thus eliminating bias.