Eintrag weiter verarbeiten
Growth and planning strategies within women‐led SMEs
Gespeichert in:
| Zeitschriftentitel: | Management Decision |
|---|---|
| Personen und Körperschaften: | , |
| In: | Management Decision, 51, 2013, 1, S. 83-96 |
| Format: | E-Article |
| Sprache: | Englisch |
| veröffentlicht: |
Emerald
|
| Schlagwörter: |
| author_facet |
Mitchelmore, Siwan Rowley, Jennifer Mitchelmore, Siwan Rowley, Jennifer |
|---|---|
| author |
Mitchelmore, Siwan Rowley, Jennifer |
| spellingShingle |
Mitchelmore, Siwan Rowley, Jennifer Management Decision Growth and planning strategies within women‐led SMEs Management Science and Operations Research General Business, Management and Accounting |
| author_sort |
mitchelmore, siwan |
| spelling |
Mitchelmore, Siwan Rowley, Jennifer 0025-1747 Emerald Management Science and Operations Research General Business, Management and Accounting http://dx.doi.org/10.1108/00251741311291328 <jats:sec><jats:title content-type="abstract-heading">Purpose</jats:title><jats:p>This paper aims to explore the planning strategies of female entrepreneurs who have indicated a desire to grow their businesses, the time horizons of planning strategies and the relationship between planning horizons and number of employees and annual sales as measures of business performance.</jats:p></jats:sec><jats:sec><jats:title content-type="abstract-heading">Design/methodology/approach</jats:title><jats:p>In order to gather data for this exploratory study, a questionnaire was sent by e‐mail to members of networks of female entrepreneurs across England and Wales. Questionnaires were selected for analysis on the basis of an indication from the respondent that they wished to grow their business. Data were entered into SPSS to generate descriptive statistics, and conduct hypothesis testing.</jats:p></jats:sec><jats:sec><jats:title content-type="abstract-heading">Findings</jats:title><jats:p>The most preferred business growth strategies were: improving existing products or services and expanding advertising and promotion. Planning horizons are very short (often under three months), although the planning horizons associated with new products and entry into new markets were in some instances a little longer. Such short planning horizons could have serious consequences for business performance and growth. The planning horizons for cashflow, and investment in infrastructure showed a correlation with number of employees, whilst the planning horizons for cashflow, new product development, and expenditure showed a correlation with annual sales.</jats:p></jats:sec><jats:sec><jats:title content-type="abstract-heading">Practical implications</jats:title><jats:p>Female entrepreneurs need to be encouraged to extend their planning horizons, especially in terms of financial indicators such as expenditure, cash flow, and investment.</jats:p></jats:sec><jats:sec><jats:title content-type="abstract-heading">Originality/value</jats:title><jats:p>This research contributes to the growing literature on female entrepreneurs and their business, by providing further insight into their growth strategies and planning horizons.</jats:p></jats:sec> Growth and planning strategies within women‐led SMEs Management Decision |
| doi_str_mv |
10.1108/00251741311291328 |
| facet_avail |
Online |
| finc_class_facet |
Wirtschaftswissenschaften |
| format |
ElectronicArticle |
| fullrecord |
blob:ai-49-aHR0cDovL2R4LmRvaS5vcmcvMTAuMTEwOC8wMDI1MTc0MTMxMTI5MTMyOA |
| id |
ai-49-aHR0cDovL2R4LmRvaS5vcmcvMTAuMTEwOC8wMDI1MTc0MTMxMTI5MTMyOA |
| institution |
DE-Brt1 DE-D161 DE-Gla1 DE-Zi4 DE-15 DE-Pl11 DE-Rs1 DE-105 DE-14 DE-Ch1 DE-L229 DE-D275 DE-Bn3 |
| imprint |
Emerald, 2013 |
| imprint_str_mv |
Emerald, 2013 |
| issn |
0025-1747 |
| issn_str_mv |
0025-1747 |
| language |
English |
| mega_collection |
Emerald (CrossRef) |
| match_str |
mitchelmore2013growthandplanningstrategieswithinwomenledsmes |
| publishDateSort |
2013 |
| publisher |
Emerald |
| recordtype |
ai |
| record_format |
ai |
| series |
Management Decision |
| source_id |
49 |
| title |
Growth and planning strategies within women‐led SMEs |
| title_unstemmed |
Growth and planning strategies within women‐led SMEs |
| title_full |
Growth and planning strategies within women‐led SMEs |
| title_fullStr |
Growth and planning strategies within women‐led SMEs |
| title_full_unstemmed |
Growth and planning strategies within women‐led SMEs |
| title_short |
Growth and planning strategies within women‐led SMEs |
| title_sort |
growth and planning strategies within women‐led smes |
| topic |
Management Science and Operations Research General Business, Management and Accounting |
| url |
http://dx.doi.org/10.1108/00251741311291328 |
| publishDate |
2013 |
| physical |
83-96 |
| description |
<jats:sec><jats:title content-type="abstract-heading">Purpose</jats:title><jats:p>This paper aims to explore the planning strategies of female entrepreneurs who have indicated a desire to grow their businesses, the time horizons of planning strategies and the relationship between planning horizons and number of employees and annual sales as measures of business performance.</jats:p></jats:sec><jats:sec><jats:title content-type="abstract-heading">Design/methodology/approach</jats:title><jats:p>In order to gather data for this exploratory study, a questionnaire was sent by e‐mail to members of networks of female entrepreneurs across England and Wales. Questionnaires were selected for analysis on the basis of an indication from the respondent that they wished to grow their business. Data were entered into SPSS to generate descriptive statistics, and conduct hypothesis testing.</jats:p></jats:sec><jats:sec><jats:title content-type="abstract-heading">Findings</jats:title><jats:p>The most preferred business growth strategies were: improving existing products or services and expanding advertising and promotion. Planning horizons are very short (often under three months), although the planning horizons associated with new products and entry into new markets were in some instances a little longer. Such short planning horizons could have serious consequences for business performance and growth. The planning horizons for cashflow, and investment in infrastructure showed a correlation with number of employees, whilst the planning horizons for cashflow, new product development, and expenditure showed a correlation with annual sales.</jats:p></jats:sec><jats:sec><jats:title content-type="abstract-heading">Practical implications</jats:title><jats:p>Female entrepreneurs need to be encouraged to extend their planning horizons, especially in terms of financial indicators such as expenditure, cash flow, and investment.</jats:p></jats:sec><jats:sec><jats:title content-type="abstract-heading">Originality/value</jats:title><jats:p>This research contributes to the growing literature on female entrepreneurs and their business, by providing further insight into their growth strategies and planning horizons.</jats:p></jats:sec> |
| container_issue |
1 |
| container_start_page |
83 |
| container_title |
Management Decision |
| container_volume |
51 |
| format_de105 |
Article, E-Article |
| format_de14 |
Article, E-Article |
| format_de15 |
Article, E-Article |
| format_de520 |
Article, E-Article |
| format_de540 |
Article, E-Article |
| format_dech1 |
Article, E-Article |
| format_ded117 |
Article, E-Article |
| format_degla1 |
E-Article |
| format_del152 |
Buch |
| format_del189 |
Article, E-Article |
| format_dezi4 |
Article |
| format_dezwi2 |
Article, E-Article |
| format_finc |
Article, E-Article |
| format_nrw |
Article, E-Article |
| _version_ |
1792344887200317440 |
| geogr_code |
not assigned |
| last_indexed |
2024-03-01T17:14:44.456Z |
| geogr_code_person |
not assigned |
| openURL |
url_ver=Z39.88-2004&ctx_ver=Z39.88-2004&ctx_enc=info%3Aofi%2Fenc%3AUTF-8&rfr_id=info%3Asid%2Fvufind.svn.sourceforge.net%3Agenerator&rft.title=Growth+and+planning+strategies+within+women%E2%80%90led+SMEs&rft.date=2013-02-01&genre=article&issn=0025-1747&volume=51&issue=1&spage=83&epage=96&pages=83-96&jtitle=Management+Decision&atitle=Growth+and+planning+strategies+within+women%E2%80%90led+SMEs&aulast=Rowley&aufirst=Jennifer&rft_id=info%3Adoi%2F10.1108%2F00251741311291328&rft.language%5B0%5D=eng |
| SOLR | |
| _version_ | 1792344887200317440 |
| author | Mitchelmore, Siwan, Rowley, Jennifer |
| author_facet | Mitchelmore, Siwan, Rowley, Jennifer, Mitchelmore, Siwan, Rowley, Jennifer |
| author_sort | mitchelmore, siwan |
| container_issue | 1 |
| container_start_page | 83 |
| container_title | Management Decision |
| container_volume | 51 |
| description | <jats:sec><jats:title content-type="abstract-heading">Purpose</jats:title><jats:p>This paper aims to explore the planning strategies of female entrepreneurs who have indicated a desire to grow their businesses, the time horizons of planning strategies and the relationship between planning horizons and number of employees and annual sales as measures of business performance.</jats:p></jats:sec><jats:sec><jats:title content-type="abstract-heading">Design/methodology/approach</jats:title><jats:p>In order to gather data for this exploratory study, a questionnaire was sent by e‐mail to members of networks of female entrepreneurs across England and Wales. Questionnaires were selected for analysis on the basis of an indication from the respondent that they wished to grow their business. Data were entered into SPSS to generate descriptive statistics, and conduct hypothesis testing.</jats:p></jats:sec><jats:sec><jats:title content-type="abstract-heading">Findings</jats:title><jats:p>The most preferred business growth strategies were: improving existing products or services and expanding advertising and promotion. Planning horizons are very short (often under three months), although the planning horizons associated with new products and entry into new markets were in some instances a little longer. Such short planning horizons could have serious consequences for business performance and growth. The planning horizons for cashflow, and investment in infrastructure showed a correlation with number of employees, whilst the planning horizons for cashflow, new product development, and expenditure showed a correlation with annual sales.</jats:p></jats:sec><jats:sec><jats:title content-type="abstract-heading">Practical implications</jats:title><jats:p>Female entrepreneurs need to be encouraged to extend their planning horizons, especially in terms of financial indicators such as expenditure, cash flow, and investment.</jats:p></jats:sec><jats:sec><jats:title content-type="abstract-heading">Originality/value</jats:title><jats:p>This research contributes to the growing literature on female entrepreneurs and their business, by providing further insight into their growth strategies and planning horizons.</jats:p></jats:sec> |
| doi_str_mv | 10.1108/00251741311291328 |
| facet_avail | Online |
| finc_class_facet | Wirtschaftswissenschaften |
| format | ElectronicArticle |
| format_de105 | Article, E-Article |
| format_de14 | Article, E-Article |
| format_de15 | Article, E-Article |
| format_de520 | Article, E-Article |
| format_de540 | Article, E-Article |
| format_dech1 | Article, E-Article |
| format_ded117 | Article, E-Article |
| format_degla1 | E-Article |
| format_del152 | Buch |
| format_del189 | Article, E-Article |
| format_dezi4 | Article |
| format_dezwi2 | Article, E-Article |
| format_finc | Article, E-Article |
| format_nrw | Article, E-Article |
| geogr_code | not assigned |
| geogr_code_person | not assigned |
| id | ai-49-aHR0cDovL2R4LmRvaS5vcmcvMTAuMTEwOC8wMDI1MTc0MTMxMTI5MTMyOA |
| imprint | Emerald, 2013 |
| imprint_str_mv | Emerald, 2013 |
| institution | DE-Brt1, DE-D161, DE-Gla1, DE-Zi4, DE-15, DE-Pl11, DE-Rs1, DE-105, DE-14, DE-Ch1, DE-L229, DE-D275, DE-Bn3 |
| issn | 0025-1747 |
| issn_str_mv | 0025-1747 |
| language | English |
| last_indexed | 2024-03-01T17:14:44.456Z |
| match_str | mitchelmore2013growthandplanningstrategieswithinwomenledsmes |
| mega_collection | Emerald (CrossRef) |
| physical | 83-96 |
| publishDate | 2013 |
| publishDateSort | 2013 |
| publisher | Emerald |
| record_format | ai |
| recordtype | ai |
| series | Management Decision |
| source_id | 49 |
| spelling | Mitchelmore, Siwan Rowley, Jennifer 0025-1747 Emerald Management Science and Operations Research General Business, Management and Accounting http://dx.doi.org/10.1108/00251741311291328 <jats:sec><jats:title content-type="abstract-heading">Purpose</jats:title><jats:p>This paper aims to explore the planning strategies of female entrepreneurs who have indicated a desire to grow their businesses, the time horizons of planning strategies and the relationship between planning horizons and number of employees and annual sales as measures of business performance.</jats:p></jats:sec><jats:sec><jats:title content-type="abstract-heading">Design/methodology/approach</jats:title><jats:p>In order to gather data for this exploratory study, a questionnaire was sent by e‐mail to members of networks of female entrepreneurs across England and Wales. Questionnaires were selected for analysis on the basis of an indication from the respondent that they wished to grow their business. Data were entered into SPSS to generate descriptive statistics, and conduct hypothesis testing.</jats:p></jats:sec><jats:sec><jats:title content-type="abstract-heading">Findings</jats:title><jats:p>The most preferred business growth strategies were: improving existing products or services and expanding advertising and promotion. Planning horizons are very short (often under three months), although the planning horizons associated with new products and entry into new markets were in some instances a little longer. Such short planning horizons could have serious consequences for business performance and growth. The planning horizons for cashflow, and investment in infrastructure showed a correlation with number of employees, whilst the planning horizons for cashflow, new product development, and expenditure showed a correlation with annual sales.</jats:p></jats:sec><jats:sec><jats:title content-type="abstract-heading">Practical implications</jats:title><jats:p>Female entrepreneurs need to be encouraged to extend their planning horizons, especially in terms of financial indicators such as expenditure, cash flow, and investment.</jats:p></jats:sec><jats:sec><jats:title content-type="abstract-heading">Originality/value</jats:title><jats:p>This research contributes to the growing literature on female entrepreneurs and their business, by providing further insight into their growth strategies and planning horizons.</jats:p></jats:sec> Growth and planning strategies within women‐led SMEs Management Decision |
| spellingShingle | Mitchelmore, Siwan, Rowley, Jennifer, Management Decision, Growth and planning strategies within women‐led SMEs, Management Science and Operations Research, General Business, Management and Accounting |
| title | Growth and planning strategies within women‐led SMEs |
| title_full | Growth and planning strategies within women‐led SMEs |
| title_fullStr | Growth and planning strategies within women‐led SMEs |
| title_full_unstemmed | Growth and planning strategies within women‐led SMEs |
| title_short | Growth and planning strategies within women‐led SMEs |
| title_sort | growth and planning strategies within women‐led smes |
| title_unstemmed | Growth and planning strategies within women‐led SMEs |
| topic | Management Science and Operations Research, General Business, Management and Accounting |
| url | http://dx.doi.org/10.1108/00251741311291328 |