The Journal of Small Business Management
Discuss about the Small Business Management.
The Journal of small business management is a research journal on how to manage businesses owned by families in micro communities. The journal was written by Nancy J. Miller, Harriet McLeod and Keun Young Oh in the year 2001 (Miller, et al., 2001). The research which was published by Blackwell Publishing Limited was conducted on small businesses in the United States which are found in groups with populations of less than ten thousand people. The aim of the research was to examine the difference in management strategies between groups of people obtained from a group of family businesses which was collected nationally. The researchers first clustered the stores according to their order and the management strategy type each had. The minute family organizations were grouped to help in reflecting the three diverse classes and functionality levels of plan. The initial group of leaders dealt with the planning or the controlling strategies. Stress was placed on the class of organization. The second cluster majored in coordinating policy. According to this study, classifying deals with analyzing whether the customer was satisfied and whether the products and services offered by a specific business are of the desired quality (Miller, et al., 2001). This was followed by a critical analysis which aimed at getting the differences and similarities of both individual and organizational traits among the classes.
This research journal never captured the four functional management activities (Miller, et al., 2001). The events include; planning, controlling, leading and organising. It was realised through the research that planning activities and controlling activities in business always overlap. This study also never captured how customer’s satisfaction and needs, services or products evaluation was performed in this research of small businesses. Therefore the research findings concluded that use the outcomes of lastly instituted goals while examining the focus of the following focused goals. This will help to control the events that delayed and even took away prior success. (Miller, et al., 2001) Found that planning management activities are not seen as unique compared to the management activities defined in controlling. The research gave a room for more research on strategies.
The major weakness of this research was that it never identified whether these findings apply to a class of family stores that operate in different communities of varied sizes. It will be of a considerate value for another research to be done to establish if evaluation are primarily dependent on unofficial conversations versus ordered survey of customers (Miller, et al., 2001). This is because this report shows that self- reliable small businesses possessors felt that they owned a problem with accessing customer’s needs as well as determining prices of commodities.
Global strategy Journal is a commentary online published journal which was published by Wiley Online Library in the year 2015. Stephen Tallman and Torben Pedersen wrote a memoir on what strategy is international and what is not. The article was based at Robins School of Business at the University of Richmond located Richmond which is at Virginia in the United States of America and at the department of management and technology at the Bacconni University situated at Milan in Italy (Tallman & Pedersen, 2015). The primary issue was to bring to an end a series of evolutions and critical contributions towards the ideas on the international issues on strategic planning.
Global Strategy Journal
International strategy refers to the research on international economical activities or on the strategy and ruling businesses which are part and parcel of such actions. An individual can claim that selected economic issues have no cross-border dimension (Tallman & Pedersen, 2015). Well, that can be true because the global scope is apparently comprised of many parts. Different cross-border activities will require being employed to study the context of economic activities since most of these activities are growing to be more and more cross-border and global (Tallman & Pedersen, 2015).
International activities when compared to domestic operations are riskier. It can change the nature of how we scrutinize issues. However, it involves more opportunities which pose in diversified areas such as knowledge, user preference, and resources. A study based on one country is not an international study. Comparative studies are accessible on the study of impacts of culture variations and border institutions. They are essential to identifying the differences between the universal views of strategic concepts and such aspects tied at the international level (Tallman & Pedersen, 2015). Most internationals strategic studies omit using explicitly global dependent variables at the firm level.
Reliable variables in the international strategic researches are more similar to the ones in firms and management studies. Explanatory variables in international diversification are ideal in quality. They may show location or else geographical considerations that fail to appear in national studies (Tallman & Pedersen, 2015). Other variables which are independent such as culture and institution differences are also included. Moderating effects of national differences is an essential concept of operation of ideas of many businesses. The nationally varying categorical continuous variables which represent cultural, institutional and economic conditions are published in international strategic studies. This journal offers an opportunity for researchers to develop concepts on what is going on in international or cross-border markets or amidst external suppliers, buyers or partners (Tallman & Pedersen, 2015). The only challenge here is that for international researchers to move on what is going on in the globe to understand the way and what is going on, this setting must be included explicitly in the specification of the theoretical and empirical frameworks.
International Studies of Management & Organization is a journal which was published by the Taylor and Francis Group, LLC in 2015. Pierre Romelaer and Hanane Beddi sought to understand the structure and strategy of cross-border larger-business groups. The article looks above world integration and minute responsiveness. World integration/ local responsiveness(I/R) perspective is a tool that has been in cooperated for a lengthy time and still it is useful currently to help understand the models in multinational companies. The two authors obtained the ideas of integration and responsiveness to show the integration/local responsiveness as it is presented in the literature is incomplete.
Multi-business group’s structure and strategy are usually studied regarding multidivisional structure (Romelaer & Beddi, 2015). The integration /responsiveness perspective is a potent requirement as it allows for comparison of different types of multinational organizations or business firms. It also enables for one to acknowledge the same and differences amidst current network models. Strategy power perspective has much delimitation. To begin with, it gives data on the different methods and differences through which HQ and SBUs can impact decision and management. Secondly, it brings in the idea that local individual’s present functionalities and ideological maps are not local only but also global. This effectively makes the local/ global debate large (Romelaer & Beddi, 2015). Lastly, identifying at least 15 reasons that should be considered in the leadership of international firms or groups is made possible (Romelaer & Beddi, 2015). This shows that the managers and the researchers can find themselves in difficulties and fail to notice opportunities if they acknowledge that considering integration/responsiveness alone can lead to the provision of both the integrative normative tool and a way of deriving requirements for personal business and industries.
Comparison and Analysis of Findings
This research has several weaknesses; first, it has not yet revealed the complexity of western multinational Corporations. Secondly, although the dimensions listed mentioned in this journal is linked explicitly to issues such as power, organization, control, learning and data, a whole model has not yet been integrated (Romelaer & Beddi, 2015). Future research will be significant to tell if a single model can adequately add talk on all the information pertaining both major-business and cross-border groups.
In the year 2013, Routledge published the Asia Pacific Business Review article. The report which was written by Mike Mingqiong Zhang and Cherrie Jiuhua Zhu explores to know more about international human resource management strategies of Chinese multinational which operate across the borders (Zhu & Zhang, 2013). Strategic global human resource management (SIHRM) helps in achieving desired business strategies through effective leveraging of human resource organizations. This study uses multi-level, analytical questioning to research on Strategic cross- border human resource leadership of three Chinese multinationals. The journal contributes to the existing knowledge through addressing two critical Strategic global human resource management issues. They are identifications of the Strategic cross-border private resource management for the Chinese multinationals and how their Strategic international human resource leadership orientation facilitates their international investment and operation (Zhu & Zhang, 2013). The beginning point for post comers to match their global human resource management strategies is organizational transformation according to the research. International operations for Strategic international human resource management are facilitated approaches such as the formation of learning organizations, relying on the host countries and reconciliation of both home and host country effects and promotion of best practices.
Disadvantages of this research are the single of entry methodology strategy and ownership among the three Chinese, western multinational corporations. The multinational corporations are large sized and are owned by the state. This research was to reduce the influence of various types of institutional surrounding. But present research is needed to maximize the Strategic global human resource leadership in the personal owned international corporations and joint venture enterprises. This research seems to lack subsidiary level action analysis which is very critical to show how the western multinational corporations. International human resource management strategies effectively lead to positive results (Zhu & Zhang, 2013). Therefore a future study can investigate the relationship between Chinese multinational corporations. Strategic international human resource management and their company performance
In conclusion, as a significant source of outward investment among outgrowing economies, Chinese multinational corporations need to issue an ideal opportunity to study the patterns of their behavior, whether their behaviors are different from those of their counterparts of developed countries (Zhu & Zhang, 2013). Such researches will have critical theoretical and practical impacts for international business. Since the research on Chinese multinational corporations is still in its early stages, much work is required to obtain a better understanding of Chinese multinational corporations and their Strategic international human resource management with ‘Chinese characteristics.’
Governance Directions is a journal article which was published by the Copyright Agency Limited in 2017. Karen Gately who is the co-founder and Ryan Gately desired to write an article on culture driven governance: why influencing behavior is an essential governance strategy (Gately & Gately, 2017). People need to leave in an environment whereby they not only safe to talk but also are required to. Such creates a paramount background for a business to achieve its leadership objectives. It is vital for people to own a broad feeling of being accountable and courage to stand firm for what is ideal. Some of the cultures that undermine governance and ultimately affect business success include: creating a popular culture where everybody is doing what they are required to do to maintain and protect the goals of the organisation.
People sometimes break the rules and fail to fulfill their goals in the society. This is mostly associated with power, ego, greed, risk-taking, and morality. It is essential for an organisation to influence how people behave for it to meet its governance goals. The interrelationship between culture and governance in Australia is solidly on the minds of the regulators. In the recent years, the Australian Securities and Investments Commission has brought a sharp focus to enable it to maintain the organizational culture and ease influence on how employees behave (Gately & Gately, 2017). The link between poor culture and poor conduct has made the company to review its rules. Insensitive payments and reward methods were of great concern. One example of the impacts of organizational cultures on risk, compliance and organizational performance is financial misconduct. This was evidenced in 2015 when some top executives from ANZ, NAB, and CBA faced a Senate to answer questions pertaining their business plans and wealth distributions (Gately & Gately, 2017). This case raised an alarm of what was expected of the leaders.
In business, success begins with the leader or leaders (Gately & Gately, 2017). The most critical role of a leader is to motivate people through influencing compliance and optimising results. This helps to stimulate the people to have a zeal and anxiety to make a difference in the organisation and the people they serve as well. Every member of the organisation needs to be motivated and empowered to take control of their leadership. It is always ideal to create awareness of what is expected of every member. This will help to remind every individual of what is expected of them. People get motivated whenever they feel that they belong to a specific organization (Gately & Gately, 2017). Building trust and listening to each member is also fundamental.
References
Gately, K. & Gately, R., 2017. Culture driven governance: Why influencing behaviour is an essential governance strategy. Governance in Practice, pp. 271 – 275.
Miller, N. J., McLeod, H. & Oh, Y. K., 2001. Managing Family Businesses in Small Communities. Journal of Small Business Management, 39(1), pp. 73-87.
Romelaer, P. & Beddi, H., 2015. Strategy and Structure in International Multi-business Groups. International Studies of Management & Organization, 45(4), pp. 359- 378.
Tallman, Stephen; Pedersen, Torben;, 2015. What is International Strategy Research and What is not?. Global Strategy Journal, Volume 5, pp. 273 – 277.
Zhu, Cherrie Jiuhua; Zhang, Mike Mingqiong;, 2013. International human resource management strategies of Chinese multinationals operating abroad. Asia Pacific Business Review, 19(4), pp. 526 – 541.
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