Description
Brief illustration concerning royal holloway university of london small business management and growth.
1
Royal Holloway
University of London
MN3605
Small Business
Management and Growth
Course Outline
Course Director: Dr. Rachel Doern
Email: [email protected]
Office Hours (Autumn Term): Tuesdays 2:00-4:00
Office: Room 111, Moore Annexe
2
Small Business Management and Growth, MN3605, Course Outline
A. Course Summary
B. Aims
C. Learning Outcomes
D. Required Course Textbook
E. Teaching and Learning Methods
F. Course Content - Overview of Lecture and Workshop Topics
G. Assessment
H. Feedback
I. Using MOODLE
J. Further Guidance
K. Reading List
A. Course Summary
This course serves to enhance students’ understanding of small businesses and the
experiences, ambitions and concerns of the small business owner-manager. It does so
by drawing on academic research and business practice around key issues pertaining
to small business management and growth, and through interactive in-class
discussions, activities, presentations, and individual/group work.
B. Course Aims
? To understand the contributions made by small businesses to the economy,
their composition/characteristics/needs, and the challenges they face.
? To appreciate why people start businesses and some of the processes involved.
? To understand key concepts and theories as they relate to entrepreneurial/small
business processes (i.e. opportunity identification/exploitation, resource
acquisition and management, business growth) and apply these.
? To familiarise students with some of the knowledge and strategies required to
manage and grow a new or more established small business.
? To understand why some businesses grow while others do not.
? To develop independent and group-work skills as they relate to research and
analyses both internal and external to small businesses, problem solving,
decision-making, and oral/written communication.
C. Learning Outcomes
On successful completion of this course, students should be able to:
? Understand the different kinds of small businesses and entrepreneurs.
? Understand the kinds of support small businesses require.
3
? Explain different theories as they relate to entrepreneurial/small business
processes.
? Understand how business growth and the management of human resources,
finance and marketing may differ in small businesses as compared to their
larger counterparts.
? Evaluate different strategies for developing the business.
? Apply knowledge/learning/skills to an existing small business.
D. Required Text Book
Stokes, D. & Wilson, N. 2010. Small business management and entrepreneurship
(sixth edition). Hampshire: Cengage Learning.
Please note: Students will also be requested to read certain book chapters and journal
articles which will be available in the university library and on Moodle. Students are
also required to read case studies which will be provided on Moodle. This reading is
essential and will add a layer of depth to the wider coverage provided in the core text.
E. Teaching and Learning Methods
Classes take place from 11:00-1:00 on Tuesdays.
The course will be taught over 10 weeks through 10 two-hour sessions. The sessions
will include BOTH a lecture and a workshop. This format will serve to introduce
students to course material and key concepts then apply such through presentations,
the discussion of case studies and different individual and group activities.
Students must come to class PREPARED unless otherwise indicated. That is, students
should read the assigned book chapters, papers and cases, prepare notes on such, and
attempt to answer given questions. Students will be required to engage in a number of
activities during class time which will assist them in understanding key
concepts/issues covered on the course in preparation for coursework and the exam.
F. Course Content – Overview of Lecture and Workshop Topics
Please read ALL of the assigned readings.
Additional readings for lectures and workshops may be suggested.
Students are encouraged to read beyond that which is assigned in preparation for their
coursework and the exam.
As well, please note that students, working in groups, will also be required to fill out
and hand in worksheets that monitor their progress on the group assignment.
4
Week
Beginning
Lecture Topic, Date and Required
Reading
Additional preparation for class
1 Sept 30th An introduction to small businesses and
the business environment, Oct 1
st
Chapter 1 – Stokes and Wilson (2010);
Chapter 3 – Stokes and Wilson (2010)
As it is our first lecture, there is no pre-
class preparation necessary.
2 Oct 7
th
The business owner and entrepreneurial
behaviour, Oct 8
th
Chapter 2 – Stokes and Wilson (2010)
Read the ‘Global Entrepreneurship
Monitor United Kingdom 2012
Monitoring Report’
3 Oct 14
th
The business model, Oct 15
th
Book chapter – Entrepreneurial
business models and processes, Stokes
et al. (2010) – Chapter will be made
available in advance of the lecture.
Case study – ‘Zipcar’
4 Oct 21
st
Small business growth, Oct 22
nd
Chapter 10 (Entrepreneurship and
Small Firms) – Deakins and Freel
(2012) – Chapter will be made
available in advance of the lecture.
Journal article – ‘What Do
Entrepreneurs Actually Do? An
Observational Study of Entrepreneurs’
Everyday Behavior in the Start-Up and
Growth Stages’, Mueller et al. (2012)
Journal article – ‘Evolution and
Revolution as Organizations Grow’,
Greiner (1972/1998)
5 Oct 28
th
Strategies of business growth, Oct 29
th
Chapter 14 (Entrepreneurship:
Successfully Launching New Ventures)
– Barringer and Ireland (2012) –
Chapter will be made available in
advance of the lecture.
Case study – ‘Barista’s Battle Scars’
6 Nov 4
th
People and networks, Nov 5
th
Chapter 11 – Stokes and Wilson (2010)
Journal article – ‘Recruitment in Small
Firms’, Carroll et al. (1999)
7 Nov 11
th
Finance for small business management
and entrepreneurship, Nov 12
th
Chapter 13 – Stokes and Wilson (2010)
Report – ‘Financing SMEs and
entrepreneurs’, OECD (2006)
Journal article – ‘Small Firms Demand
for Finance’, Howorth (2001)
8 Nov 18
th
Marketing methods and strategies for
small business management and
entrepreneurship, Nov 19
th
Chapter 12 – Stokes and Wilson (2010)
Case study – ‘Alpha Florists’
Journal article – ‘Issues which Impact
on the Marketing of Small Firms’,
McCartan-Quinn and Carson (2003)
9 Nov 25
th
PRESENTATIONS, Nov 26
th
In-class presentations.
10 Dec 2
nd
Course summary, revision and in-class
activity, Dec 3
rd
In-class activity.
5
G. Assessment
Assessment will be divided into three components:
1. Small Business Project Report – 30% - Group report on a small business
(3000-3500 words +/- 10%, NOT including References or Appendices).
A. The Mission – Students, working in teams, are required to identify and contact
a small business of their choice that is located within the United Kingdom.
The project groups will be assigned by the lecturer. The groups will be self-
managed throughout the course. Students will be required to fill in a ‘Peer
evaluation form’ at the end of the course. It is recommended that each group
nominate a Coordinator to collect contacts of group members, organise group
meetings and keep track of the group’s progress.
Students are responsible for finding a small business/owner-manager that is
willing to participate in their study. The business may operate in any industry
and should employ NO more than 50 people; equally, the business owner-
manager must employ at least one other person. Students are required to create
a profile for the business, and to do so, they must collect background
information on the business and industry, and interview the owner-manager.
The interview with the owner-manager should be held in person, recorded,
transcribed and attached to the back of the report in an Appendix.
B. Purpose of the Report – To understand first-hand the intentions, behaviours
and experiences of small businesses and small business owner-managers, as
they relate to business growth and development; to develop skills in the
following areas: communications/team building, problem-solving, decision-
making, report writing, and academic research.
C. Structure of the Report and What is Required –
I) Executive Summary
II) Table of Contents
III) Table of Figures and Tables (if relevant)
IV) The Main Report
i. Background to the small business (e.g., Business history,
business focus, age, size, location, industry/competitors)
ii. Background to the owner-manager (e.g., Business role,
business experience, education, age/ethnicity/gender,
aspirations of the owner-manager and growth orientation)
iii. Current business model and stage of business growth (e.g.,
What is the value proposition? How does the business bundle
products and/or services? What do front/back office operations
entail? What kinds of costs/revenues does the business incur?
6
Where is the business currently located in the organizational
life-cycle? Does the owner-manager have plans for expansion?)
iv. Current resource configuration – People, Finance, Marketing
(e.g., Who makes up the entrepreneurial team and what roles do
they occupy? What is the recruitment strategy of the business?
What is the funding strategy of the business? What is the
financial health of the business? What is the target market and
current positioning of the business? What marketing methods,
if any, does the business employ?)
v. Recommendations for reconfiguring the business model and
associated resources, and overcoming barriers, to strengthen the
survival and growth prospects of the business
V) Student learning (Students are encouraged to discuss briefly, what
they learned about small businesses in carrying out this research)
VI) References (Harvard Style)
VII) Appendices
NOTE: Both primary research (the interview) and secondary research (review of the
academic literature and relevant business/industry reports/news articles) should enable
you to address the different parts of the main report.
D. The Literature – Students must link the contents of the report, where relevant,
to the literature (themes discussed over the course). As much as possible,
students should back up their claims with evidence (facts and figures).
E. Submission - The reports must be submitted by NO later than 12:00 on
Monday December 9
th
. One report must be submitted per group. All names
(first and last) of group members and their candidate numbers must be
provided on a title page. You must submit two copies of the report (one hard
copy and one electronic copy to Turnitin). We strongly urge you to keep a
copy of the report for yourself. Please consult your School of Management
Undergraduate Student Handbook, for the full regulations on the submission
of coursework and the penalties for late submission of work. (Students will not
receive their results for the report until after the Christmas break).
F. Assessment – Students will be assessed based on the depth and quality of
research they have conducted, their creativity, and whether the report is put
together in a clearly structured/presented, professional and coherent manner.
G. Copies of the Report – Students are encouraged to make a copy of the
completed report available to their respective small business owner-manager.
H. Other – Additional guidance on the project in general and in terms of how to
interview the owner-manager in particular, will be provided in Week 5.
2. Small Business Project Presentation - In preparation for the final report
students will be required to do a short in-class presentation.
7
Working in the same teams, students will be required to present some of their
key findings to the class, in the form of a very brief overview of the report.
This is a formative, yet compulsory piece of assessment. Everyone in the
group must present. Following the presentation, you will receive verbal
feedback from the lecturer and your peers.
Each group will be given 12 minutes to present (using power point) followed
by a Question and Answer period. Power point facilities will be provided in
the presentation venue, but any other audio and visual aids will need to be
self-arranged. The dress code is smart casual.
At the end of all presentations, students will be invited to share any remaining
difficulties they are having in collecting/analysing information for the report.
All of the group presentations will be scheduled in the normal
lecture/workshop time in Week 9 – Tuesday, November 26
th
, from 11:00-
1:00. The order of the presentations will be announced on the day.
3. Written Examination (Summer Term – Term 3) – 70%
Students will take a 2-hour unseen examination paper in the summer term.
H. Feedback
Students will be provided with formative feedback throughout the 10 weeks of
lectures/workshops. During in-class discussions, students will receive verbal feedback
on their knowledge and understanding of key concepts discussed throughout the
course. Students will also practise teamwork, presentation skills, as well as obtain
feedback from their peers. Students will receive verbal feedback on their final in-class
presentation and written feedback on their report.
I. Using MOODLE
Lecture slides will be posted on MOODLE the day before the lecture by 6 pm. Please
note that while the slides are meant to be clear and helpful, there is much more to the
lectures than the slides and they should not be seen as a substitute for such.
J. Further Guidance
Lectures and workshops begin no later than 5 minutes past the hour. Do not be late as
it is very disruptive. Mobile phones should not be used during sessions. Recording
devices should not be used during sessions. Finally, we have ten short sessions
together, please take advantage of this and avoid surfing the internet, checking
Facebook etc., things that can be done any time outside of class.
K. Reading List
Textbook:
8
Stokes, D. & Wilson, N. 2010. Small business management and entrepreneurship
(sixth edition). Hampshire: Cengage Learning.
Other useful textbooks (from which chapters may be drawn upon):
Carter, S. & Jones-Evans, D. 2006. Enterprise and small business: Principles,
practice and policy (second edition). London: Prentice Hall.
Deakins, D. & Freel, M. 2009. Entrepreneurship and small firms (fifth edition).
London: McGraw-Hill Publishing.
Useful monographs:
Penrose, E. 1959. The theory of the growth of the firm. Oxford: Basil Blackwell.
Scase, R. & Goffee, R. 1989. The real world of the small business owner. London:
Routledge.
Storey, D. 1994. Understanding the small business sector. London: Routledge.
Additionally case studies and journal articles will be relied upon for the different
areas.
Useful articles:
Binks, M. R., & Ennew, C. T. 1996. Growing firms and the credit constraint. Small
Business Economics, 8(1): 17-25.
Brewer III, E. 2007. On lending to small firms. Journal of Small Business
Management, 45(1): 42-46.
Cliff, J. E. 1998. Does one size fit all? Exploring the relationship between attitudes
towards growth, gender, and business size. Journal of Business Venturing, 13(6): 523-
542.
Cressy, R. 2006. Why do most firms die young? Small Business Economics, 26: 103-
116.
Davies, C.D., Hills, G.E., & LaForge, R.W. 1985. The marketing/small enterprise
paradox: a research agenda. International Small Business Journal, 3(3): 31-42.
9
Deakins, D., & Freel, M. 1998. Entrepreneurial learning and the growth process in
SMEs. The Learning Organization, 5(3): 144-155.
Delmar, F., Davidsson, P., & W. Gartner, 2003. Arriving at the high growth firm.
Journal of Business Venturing, 18 (2): 189-216.
Dodge, H. R., & Robbins, J. E. 1992. An empirical investigation of the organisational
life cycle model for small business development and survival. Journal of Small
Business Management, 30(1): 27-34.
Dutta, D. K., & Thornhill, S. 2007. The evolution of growth intentions: Toward a
cognition-based model. Journal of Business Venturing, (In Press): 1-26.
Freel, M. S. 2000. Towards an evolutionary theory of firm growth. Journal of
Enterprising Culture, 8: 321-342.
Gibb, A., & Davies, L. 1990. In pursuit of frameworks for the development of growth
models of the small business. International Small Business Journal, 9(1): 15-31.
Gibb, A., & Scott, M. 1985. Strategic awareness, personal commitment and the
process of planning in the small business. Journal of Management Studies, 22(6):
597-631.
Greiner, L. E. 1998. Evolution and revolution as organizations grow. Harvard
Business Review, 76 (3): 55-67 (1972 version in Vol. 50, No. 4, pp. 37-46).
Hills, G. E., Hultman, C. M. & Miles, M. P. 2008. The evolution and development of
entrepreneurial marketing. Journal of Small Business Management, 46(1): 99-112.
Jennings, P., & Beaver, G. 1997. The performance and competitive advantage of
small firms: A management perspective. International Small Business Journal, 15(2):
63-75.
Kazanjian, R. K. 1988. Relation of dominant problems to stages of growth in
technology-based new ventures. Academy of Management Journal, 31(2): 257-279.
Kolvereid, L., & Bullvåg, E. 1996. Growth intentions and actual growth: The impact
of entrepreneurial choice. Journal of Enterprising Culture, 4(1): 1-17.
Krueger, N. J., Reilly, M. D., & Carsrud, A. L. 2000. Competing models of
entrepreneurial intentions. Journal of Business Venturing, 15: 411-432.
Leonidou, L. C. 2004. An analysis of the barriers hindering small business export
development. Journal of Small Business Management, 42(3): 279-302.
Manolova, T. S., Brush, C. G., Edelman, L. F. & Greene, P. 2002.
Internationalization of Small Firms: Personal Factors Revisited. International Small
Business Journal, 20(1): 9-31.
10
Morrison, A., Breen, J. & Ali, S. 2003. Small business growth: Intention, ability and
opportunity. Journal of Small Business Management, 41(4): 417-425.
Pirolo, L. & Presutti, M. 2010. The impact of social capital on start-ups’ performance
growth. Journal of Small Business Management, 48(2): 197-227.
Sadler-Smith, E. & Chaston, I. & Badger, B. 2003. Managerial behaviour,
entrepreneurial style, and small firm performance. Journal of Small Business
Management, 41(1): 47-67.
Stanworth, M. J. K., & Curran J. 1976. Growth and the small firm: An alternative
view. The Journal of Management Studies, May: 95-110.
Wiklund, J., & Shepherd, D. 2003. Aspiring for, and achieving growth: The
moderating role of Resources and Opportunities’, Journal of Management Studies
40(8): 1919-1941.
Additional readings may be drawn from (but are not exclusive to) the following
journals:
International Small Business Journal
Journal of Small Business Management
Small Business Economics
International Journal of Entrepreneurial Behaviour and Research
Entrepreneurship and Regional Development
Entrepreneurship Theory and Practice
Journal of Business Venturing
doc_374321872.pdf
Brief illustration concerning royal holloway university of london small business management and growth.
1
Royal Holloway
University of London
MN3605
Small Business
Management and Growth
Course Outline
Course Director: Dr. Rachel Doern
Email: [email protected]
Office Hours (Autumn Term): Tuesdays 2:00-4:00
Office: Room 111, Moore Annexe
2
Small Business Management and Growth, MN3605, Course Outline
A. Course Summary
B. Aims
C. Learning Outcomes
D. Required Course Textbook
E. Teaching and Learning Methods
F. Course Content - Overview of Lecture and Workshop Topics
G. Assessment
H. Feedback
I. Using MOODLE
J. Further Guidance
K. Reading List
A. Course Summary
This course serves to enhance students’ understanding of small businesses and the
experiences, ambitions and concerns of the small business owner-manager. It does so
by drawing on academic research and business practice around key issues pertaining
to small business management and growth, and through interactive in-class
discussions, activities, presentations, and individual/group work.
B. Course Aims
? To understand the contributions made by small businesses to the economy,
their composition/characteristics/needs, and the challenges they face.
? To appreciate why people start businesses and some of the processes involved.
? To understand key concepts and theories as they relate to entrepreneurial/small
business processes (i.e. opportunity identification/exploitation, resource
acquisition and management, business growth) and apply these.
? To familiarise students with some of the knowledge and strategies required to
manage and grow a new or more established small business.
? To understand why some businesses grow while others do not.
? To develop independent and group-work skills as they relate to research and
analyses both internal and external to small businesses, problem solving,
decision-making, and oral/written communication.
C. Learning Outcomes
On successful completion of this course, students should be able to:
? Understand the different kinds of small businesses and entrepreneurs.
? Understand the kinds of support small businesses require.
3
? Explain different theories as they relate to entrepreneurial/small business
processes.
? Understand how business growth and the management of human resources,
finance and marketing may differ in small businesses as compared to their
larger counterparts.
? Evaluate different strategies for developing the business.
? Apply knowledge/learning/skills to an existing small business.
D. Required Text Book
Stokes, D. & Wilson, N. 2010. Small business management and entrepreneurship
(sixth edition). Hampshire: Cengage Learning.
Please note: Students will also be requested to read certain book chapters and journal
articles which will be available in the university library and on Moodle. Students are
also required to read case studies which will be provided on Moodle. This reading is
essential and will add a layer of depth to the wider coverage provided in the core text.
E. Teaching and Learning Methods
Classes take place from 11:00-1:00 on Tuesdays.
The course will be taught over 10 weeks through 10 two-hour sessions. The sessions
will include BOTH a lecture and a workshop. This format will serve to introduce
students to course material and key concepts then apply such through presentations,
the discussion of case studies and different individual and group activities.
Students must come to class PREPARED unless otherwise indicated. That is, students
should read the assigned book chapters, papers and cases, prepare notes on such, and
attempt to answer given questions. Students will be required to engage in a number of
activities during class time which will assist them in understanding key
concepts/issues covered on the course in preparation for coursework and the exam.
F. Course Content – Overview of Lecture and Workshop Topics
Please read ALL of the assigned readings.
Additional readings for lectures and workshops may be suggested.
Students are encouraged to read beyond that which is assigned in preparation for their
coursework and the exam.
As well, please note that students, working in groups, will also be required to fill out
and hand in worksheets that monitor their progress on the group assignment.
4
Week
Beginning
Lecture Topic, Date and Required
Reading
Additional preparation for class
1 Sept 30th An introduction to small businesses and
the business environment, Oct 1
st
Chapter 1 – Stokes and Wilson (2010);
Chapter 3 – Stokes and Wilson (2010)
As it is our first lecture, there is no pre-
class preparation necessary.
2 Oct 7
th
The business owner and entrepreneurial
behaviour, Oct 8
th
Chapter 2 – Stokes and Wilson (2010)
Read the ‘Global Entrepreneurship
Monitor United Kingdom 2012
Monitoring Report’
3 Oct 14
th
The business model, Oct 15
th
Book chapter – Entrepreneurial
business models and processes, Stokes
et al. (2010) – Chapter will be made
available in advance of the lecture.
Case study – ‘Zipcar’
4 Oct 21
st
Small business growth, Oct 22
nd
Chapter 10 (Entrepreneurship and
Small Firms) – Deakins and Freel
(2012) – Chapter will be made
available in advance of the lecture.
Journal article – ‘What Do
Entrepreneurs Actually Do? An
Observational Study of Entrepreneurs’
Everyday Behavior in the Start-Up and
Growth Stages’, Mueller et al. (2012)
Journal article – ‘Evolution and
Revolution as Organizations Grow’,
Greiner (1972/1998)
5 Oct 28
th
Strategies of business growth, Oct 29
th
Chapter 14 (Entrepreneurship:
Successfully Launching New Ventures)
– Barringer and Ireland (2012) –
Chapter will be made available in
advance of the lecture.
Case study – ‘Barista’s Battle Scars’
6 Nov 4
th
People and networks, Nov 5
th
Chapter 11 – Stokes and Wilson (2010)
Journal article – ‘Recruitment in Small
Firms’, Carroll et al. (1999)
7 Nov 11
th
Finance for small business management
and entrepreneurship, Nov 12
th
Chapter 13 – Stokes and Wilson (2010)
Report – ‘Financing SMEs and
entrepreneurs’, OECD (2006)
Journal article – ‘Small Firms Demand
for Finance’, Howorth (2001)
8 Nov 18
th
Marketing methods and strategies for
small business management and
entrepreneurship, Nov 19
th
Chapter 12 – Stokes and Wilson (2010)
Case study – ‘Alpha Florists’
Journal article – ‘Issues which Impact
on the Marketing of Small Firms’,
McCartan-Quinn and Carson (2003)
9 Nov 25
th
PRESENTATIONS, Nov 26
th
In-class presentations.
10 Dec 2
nd
Course summary, revision and in-class
activity, Dec 3
rd
In-class activity.
5
G. Assessment
Assessment will be divided into three components:
1. Small Business Project Report – 30% - Group report on a small business
(3000-3500 words +/- 10%, NOT including References or Appendices).
A. The Mission – Students, working in teams, are required to identify and contact
a small business of their choice that is located within the United Kingdom.
The project groups will be assigned by the lecturer. The groups will be self-
managed throughout the course. Students will be required to fill in a ‘Peer
evaluation form’ at the end of the course. It is recommended that each group
nominate a Coordinator to collect contacts of group members, organise group
meetings and keep track of the group’s progress.
Students are responsible for finding a small business/owner-manager that is
willing to participate in their study. The business may operate in any industry
and should employ NO more than 50 people; equally, the business owner-
manager must employ at least one other person. Students are required to create
a profile for the business, and to do so, they must collect background
information on the business and industry, and interview the owner-manager.
The interview with the owner-manager should be held in person, recorded,
transcribed and attached to the back of the report in an Appendix.
B. Purpose of the Report – To understand first-hand the intentions, behaviours
and experiences of small businesses and small business owner-managers, as
they relate to business growth and development; to develop skills in the
following areas: communications/team building, problem-solving, decision-
making, report writing, and academic research.
C. Structure of the Report and What is Required –
I) Executive Summary
II) Table of Contents
III) Table of Figures and Tables (if relevant)
IV) The Main Report
i. Background to the small business (e.g., Business history,
business focus, age, size, location, industry/competitors)
ii. Background to the owner-manager (e.g., Business role,
business experience, education, age/ethnicity/gender,
aspirations of the owner-manager and growth orientation)
iii. Current business model and stage of business growth (e.g.,
What is the value proposition? How does the business bundle
products and/or services? What do front/back office operations
entail? What kinds of costs/revenues does the business incur?
6
Where is the business currently located in the organizational
life-cycle? Does the owner-manager have plans for expansion?)
iv. Current resource configuration – People, Finance, Marketing
(e.g., Who makes up the entrepreneurial team and what roles do
they occupy? What is the recruitment strategy of the business?
What is the funding strategy of the business? What is the
financial health of the business? What is the target market and
current positioning of the business? What marketing methods,
if any, does the business employ?)
v. Recommendations for reconfiguring the business model and
associated resources, and overcoming barriers, to strengthen the
survival and growth prospects of the business
V) Student learning (Students are encouraged to discuss briefly, what
they learned about small businesses in carrying out this research)
VI) References (Harvard Style)
VII) Appendices
NOTE: Both primary research (the interview) and secondary research (review of the
academic literature and relevant business/industry reports/news articles) should enable
you to address the different parts of the main report.
D. The Literature – Students must link the contents of the report, where relevant,
to the literature (themes discussed over the course). As much as possible,
students should back up their claims with evidence (facts and figures).
E. Submission - The reports must be submitted by NO later than 12:00 on
Monday December 9
th
. One report must be submitted per group. All names
(first and last) of group members and their candidate numbers must be
provided on a title page. You must submit two copies of the report (one hard
copy and one electronic copy to Turnitin). We strongly urge you to keep a
copy of the report for yourself. Please consult your School of Management
Undergraduate Student Handbook, for the full regulations on the submission
of coursework and the penalties for late submission of work. (Students will not
receive their results for the report until after the Christmas break).
F. Assessment – Students will be assessed based on the depth and quality of
research they have conducted, their creativity, and whether the report is put
together in a clearly structured/presented, professional and coherent manner.
G. Copies of the Report – Students are encouraged to make a copy of the
completed report available to their respective small business owner-manager.
H. Other – Additional guidance on the project in general and in terms of how to
interview the owner-manager in particular, will be provided in Week 5.
2. Small Business Project Presentation - In preparation for the final report
students will be required to do a short in-class presentation.
7
Working in the same teams, students will be required to present some of their
key findings to the class, in the form of a very brief overview of the report.
This is a formative, yet compulsory piece of assessment. Everyone in the
group must present. Following the presentation, you will receive verbal
feedback from the lecturer and your peers.
Each group will be given 12 minutes to present (using power point) followed
by a Question and Answer period. Power point facilities will be provided in
the presentation venue, but any other audio and visual aids will need to be
self-arranged. The dress code is smart casual.
At the end of all presentations, students will be invited to share any remaining
difficulties they are having in collecting/analysing information for the report.
All of the group presentations will be scheduled in the normal
lecture/workshop time in Week 9 – Tuesday, November 26
th
, from 11:00-
1:00. The order of the presentations will be announced on the day.
3. Written Examination (Summer Term – Term 3) – 70%
Students will take a 2-hour unseen examination paper in the summer term.
H. Feedback
Students will be provided with formative feedback throughout the 10 weeks of
lectures/workshops. During in-class discussions, students will receive verbal feedback
on their knowledge and understanding of key concepts discussed throughout the
course. Students will also practise teamwork, presentation skills, as well as obtain
feedback from their peers. Students will receive verbal feedback on their final in-class
presentation and written feedback on their report.
I. Using MOODLE
Lecture slides will be posted on MOODLE the day before the lecture by 6 pm. Please
note that while the slides are meant to be clear and helpful, there is much more to the
lectures than the slides and they should not be seen as a substitute for such.
J. Further Guidance
Lectures and workshops begin no later than 5 minutes past the hour. Do not be late as
it is very disruptive. Mobile phones should not be used during sessions. Recording
devices should not be used during sessions. Finally, we have ten short sessions
together, please take advantage of this and avoid surfing the internet, checking
Facebook etc., things that can be done any time outside of class.
K. Reading List
Textbook:
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Stokes, D. & Wilson, N. 2010. Small business management and entrepreneurship
(sixth edition). Hampshire: Cengage Learning.
Other useful textbooks (from which chapters may be drawn upon):
Carter, S. & Jones-Evans, D. 2006. Enterprise and small business: Principles,
practice and policy (second edition). London: Prentice Hall.
Deakins, D. & Freel, M. 2009. Entrepreneurship and small firms (fifth edition).
London: McGraw-Hill Publishing.
Useful monographs:
Penrose, E. 1959. The theory of the growth of the firm. Oxford: Basil Blackwell.
Scase, R. & Goffee, R. 1989. The real world of the small business owner. London:
Routledge.
Storey, D. 1994. Understanding the small business sector. London: Routledge.
Additionally case studies and journal articles will be relied upon for the different
areas.
Useful articles:
Binks, M. R., & Ennew, C. T. 1996. Growing firms and the credit constraint. Small
Business Economics, 8(1): 17-25.
Brewer III, E. 2007. On lending to small firms. Journal of Small Business
Management, 45(1): 42-46.
Cliff, J. E. 1998. Does one size fit all? Exploring the relationship between attitudes
towards growth, gender, and business size. Journal of Business Venturing, 13(6): 523-
542.
Cressy, R. 2006. Why do most firms die young? Small Business Economics, 26: 103-
116.
Davies, C.D., Hills, G.E., & LaForge, R.W. 1985. The marketing/small enterprise
paradox: a research agenda. International Small Business Journal, 3(3): 31-42.
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Deakins, D., & Freel, M. 1998. Entrepreneurial learning and the growth process in
SMEs. The Learning Organization, 5(3): 144-155.
Delmar, F., Davidsson, P., & W. Gartner, 2003. Arriving at the high growth firm.
Journal of Business Venturing, 18 (2): 189-216.
Dodge, H. R., & Robbins, J. E. 1992. An empirical investigation of the organisational
life cycle model for small business development and survival. Journal of Small
Business Management, 30(1): 27-34.
Dutta, D. K., & Thornhill, S. 2007. The evolution of growth intentions: Toward a
cognition-based model. Journal of Business Venturing, (In Press): 1-26.
Freel, M. S. 2000. Towards an evolutionary theory of firm growth. Journal of
Enterprising Culture, 8: 321-342.
Gibb, A., & Davies, L. 1990. In pursuit of frameworks for the development of growth
models of the small business. International Small Business Journal, 9(1): 15-31.
Gibb, A., & Scott, M. 1985. Strategic awareness, personal commitment and the
process of planning in the small business. Journal of Management Studies, 22(6):
597-631.
Greiner, L. E. 1998. Evolution and revolution as organizations grow. Harvard
Business Review, 76 (3): 55-67 (1972 version in Vol. 50, No. 4, pp. 37-46).
Hills, G. E., Hultman, C. M. & Miles, M. P. 2008. The evolution and development of
entrepreneurial marketing. Journal of Small Business Management, 46(1): 99-112.
Jennings, P., & Beaver, G. 1997. The performance and competitive advantage of
small firms: A management perspective. International Small Business Journal, 15(2):
63-75.
Kazanjian, R. K. 1988. Relation of dominant problems to stages of growth in
technology-based new ventures. Academy of Management Journal, 31(2): 257-279.
Kolvereid, L., & Bullvåg, E. 1996. Growth intentions and actual growth: The impact
of entrepreneurial choice. Journal of Enterprising Culture, 4(1): 1-17.
Krueger, N. J., Reilly, M. D., & Carsrud, A. L. 2000. Competing models of
entrepreneurial intentions. Journal of Business Venturing, 15: 411-432.
Leonidou, L. C. 2004. An analysis of the barriers hindering small business export
development. Journal of Small Business Management, 42(3): 279-302.
Manolova, T. S., Brush, C. G., Edelman, L. F. & Greene, P. 2002.
Internationalization of Small Firms: Personal Factors Revisited. International Small
Business Journal, 20(1): 9-31.
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Morrison, A., Breen, J. & Ali, S. 2003. Small business growth: Intention, ability and
opportunity. Journal of Small Business Management, 41(4): 417-425.
Pirolo, L. & Presutti, M. 2010. The impact of social capital on start-ups’ performance
growth. Journal of Small Business Management, 48(2): 197-227.
Sadler-Smith, E. & Chaston, I. & Badger, B. 2003. Managerial behaviour,
entrepreneurial style, and small firm performance. Journal of Small Business
Management, 41(1): 47-67.
Stanworth, M. J. K., & Curran J. 1976. Growth and the small firm: An alternative
view. The Journal of Management Studies, May: 95-110.
Wiklund, J., & Shepherd, D. 2003. Aspiring for, and achieving growth: The
moderating role of Resources and Opportunities’, Journal of Management Studies
40(8): 1919-1941.
Additional readings may be drawn from (but are not exclusive to) the following
journals:
International Small Business Journal
Journal of Small Business Management
Small Business Economics
International Journal of Entrepreneurial Behaviour and Research
Entrepreneurship and Regional Development
Entrepreneurship Theory and Practice
Journal of Business Venturing
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