Businesses without glamour? An analysis of resources on performance by size and age in small service and retail firms

Article Abstract:

A study conducted on 195 service and retail companies in central New Jersey shows that strategy influenced performance less than human and organizational resources and these resources are associated with better cash flows. These findings were particularly evident on very small firms. Additionally, growth in employees was related to industry growth. For niche-based small service and retail firms, resources are more important than strategy and the combinations of these differ by size, but less by age of the business. Furthermore, quantity is less important than the combination of resources, with some combinations producing negative effects on performance.

Retail Trade, Service Industries, Performance, Evaluation, Retail industry, Business planning, Services industry

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A comparison of methods and sources for obtaining estimates of new venture performance

Article Abstract:

Sources of information on the viability of new business ventures are difficult to evaluate because these information are hard to obtain. Sixty-six manufacturing enterprises in Massachusetts were surveyed on their over-all business operations. The reports submitted by the firms were matched by information accessed from readily available commercial information and information given by competitors. It was established that competitors gave reliable information about their rivals and that the data most often used to evaluate business performance included sales growth and profitability.

Surveys, New business enterprises, Startups, Business reports

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Co-alignment in the resource-performance relationship: Strategy as mediator

Article Abstract:

The unique challenges faced by small, traditional firms in developing strategies that make the most effective use of their resources, are discussed. A study of 192 small firms, to analyze the relationship between firm resources, strategies and performance, is overviewed. The findings, revealing that in small firms, the use of human and organizational resources in conjunction with strategies boosts performance, are detailed.

United States, Management dynamics, Small Business, Analysis, Management, Company business management, SOHO, Business performance management

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