Thesis (Ph. D.)--Ohio State University, 1984. / Includes bibliographical references (leaves 186-189). Available online via OhioLINK's ETD Center.

Thesis (M.S.C.I.T.)--Regis University, Denver, Colo., 2007. / Title from PDF title page (viewed on May 25, 2007). Includes bibliographical references.

Thesis (M.S.) in Resource Economics and Policy--University of Maine, 2008. / Includes vita. Includes bibliographical references (leaves 75-77).

Thesis (Ph.D.) - University of St Andrews, September 2008.

M.B.A. / Due to the high unemployment rate of twenty-five and a half percent in South Africa it is critical to create jobs. Economies throughout the world have benefited through the job creation resulting from successful small and medium enterprises (SME’s). What is also apparent is the high prevalent rate of failure in start-up of SME’s. It is therefore important to guide entrepreneurs that enter into business by starting a SME and to ensure sustainability and success with the new venture. In order to be sustainable and successful, research is in agreement that market orientation is a prerequisite for the business performance of a company in that the successful implementation of market orientation as a management philosophy will result in sustainable competitive advantage. A SME’s is successful if and when the company have realised business performance. This study has determined the relationship between market orientation and businesses performance in the Mining Communication Industry of South Africa. In addition the study contributed by proposing a measurement tool for business performance. Considerations of the findings in this study will benefit entrepreneurs within the start-up phase as well as aspirant entrepreneurs. The benefit of these finding will become obvious in that the risk of failure will be reduced through the implementation of market orientation and the aspects of the financial perspective. Subsequently the enormous potential of job creation through successful and sustainable SME’s can become a reality.

SMMEs have been cited as major players in economic development in South Africa and in other developing countries. In South Africa SMMEs contribute more than 52 percent towards the GDP. Subsequently, the South African government has taken various steps to encourage their growth and to improve access to finance for SMMEs. Despite this, securing finance remains a challenge in this group of enterprises. Since SMMEs have unique financial needs, commercial banks and other funders are faced with difficulties in catering for them. Banks in particular have been reluctant in financing these high-risk ventures. SMME owners as a result still prefer informal sources of finance such as personal savings, retained earnings or friends or family rather than bank loans. The study purpose was to examine the barriers that are faced by SMMEs in accessing finance. To do this a survey was conducted on 40 SMMEs operating in the manufacturing sector in Tshwane Metropolitan Municipality. The research findings indicated various barriers that are faced by SMMEs in accessing finance. Dominating among the barriers are those that are related to perceived risks of SMMEs by funders, including lack of collateral or business assets, lack of financial statements, excessive red tape by funders, administrative burden associated with applications as well as unfair evaluation of risks and profitability of SMMEs by funders. Other factors that were identified as barriers were those that are associated with poor business plan development, poor business training and development and source of funding. The majority of the respondents recommended that there must be better risk and profitability evaluation, easy loan repayment methods, more government support for SMMEs, flexible eligibility criteria for SMME loans and proper loan amount allocations.

In the United States, small businesses have a high failure rate, with approximately 50% going out of business during the first 5 years. The purpose of this multiple case study was to explore strategies small business owners in the mid-Atlantic region of the United States used to stay in business for more than 5 years. Entrepreneurship theory provided the conceptual framework for the study. A sample of 5 small business owners participated in semistructured face-to-face interviews, and additional data were collected from field notes, observations, and review of artifacts related to small business success and longevity. Data were analyzed using Yin's 5 stages of coding to reveal 4 themes: solve a problem, ensure start-up money, address marketing, and provide great customer service. Proper planning that addressed all 4 themes was the most important leadership strategy to sustain small businesses beyond 5 years. The results of this study might bring about positive social change by helping small business owners to ensure business growth, increase revenues, stimulate job creation, foster social unity, and promote local economic stability.

Thesis (Ed. D.)--Oregon State University, 2008. / Printout. Includes bibliographical references (leaves 113-132). Also available on the World Wide Web.

Thesis (M. Com.)--University of Canterbury, 2009. / Typescript (photocopy). Includes bibliographical references (leaves 125-130). Also available via the World Wide Web.

Thesis (M.Com. (Management))--Rhodes University, 2006.