tag:blogger.com,1999:blog-42438719972537148492008-07-16T19:07:26.668-07:00Dr. Rami Schayekhttp://www.blogger.com/profile/00926994113501309238noreply@blogger.comBlogger12125tag:blogger.com,1999:blog-4243871997253714849.post-20654796058341712632008-06-25T01:38:00.000-07:002008-06-25T01:41:17.991-07:00

Empirically, most strategy research studies employ the construct of business performance to examine a variety of strategy content and process issues (Ginsberg and Venkatraman, 1985). This second article in the series concerns the use of financial and operational performance; through the summarization of two seminal papers written by Venkatraman and Ramanujam (1986) and Kaplan and Norton (1992).

Dr. Rami Schayekhttp://www.blogger.com/profile/00926994113501309238noreply@blogger.comtag:blogger.com,1999:blog-4243871997253714849.post-46418213872054558332008-06-11T09:32:00.000-07:002008-06-11T23:40:48.171-07:00

Business performance is probably one of the must widespread dependent variable used by scholars, while at the same time its remains one of the most vague variables (Rogers and Wright, 1998). In order to minimize the level of ambiguity regarding the construction and definition of business performance, as well as to suggest for performance measurement alternatives in a way to provide with the most

Dr. Rami Schayekhttp://www.blogger.com/profile/00926994113501309238noreply@blogger.comtag:blogger.com,1999:blog-4243871997253714849.post-6018595816645937132008-05-27T08:18:00.000-07:002008-06-05T06:11:40.402-07:00

A literature review of 23 papers, which have been published from 1958 to 2002, revealed an inconsistency regarding both characterization and definition of small business. The current article objective is to suggest some guidelines that can help reduce the level of ambiguity. The method to reach that objective is through the analysis of five significant parameters that have been used by different

Dr. Rami Schayekhttp://www.blogger.com/profile/00926994113501309238noreply@blogger.comtag:blogger.com,1999:blog-4243871997253714849.post-65436190007361727232008-05-25T09:01:00.000-07:002008-06-05T06:11:40.402-07:00

When different people are using the phrase ‘small business’, do they refer to a common set of definitions? Like, how many employees are listed in the payroll? Or, the number of years it’s operative? A literature review of 23 papers, which have been published from 1958 to 2002, tries to shed light on this issue. The review revealed an inconsistency regarding both characterization and definition of

Dr. Rami Schayekhttp://www.blogger.com/profile/00926994113501309238noreply@blogger.comtag:blogger.com,1999:blog-4243871997253714849.post-41766686272677328422008-05-06T04:12:00.000-07:002008-06-05T06:41:20.445-07:00

According to Zhara et al., (1999) different scholars use different expressions to describe entrepreneurship (e.g., Entrepreneurship, Corporate Entrepreneurship, Intrapreneurship, Entrepreneurship Posture, Entrepreneurial Orientation), but contrary to the variety of expressions used to describe entrepreneurship, there is consistency regarding entrepreneurship’s definition and measurement.

Dr. Rami Schayekhttp://www.blogger.com/profile/00926994113501309238noreply@blogger.comtag:blogger.com,1999:blog-4243871997253714849.post-79251054188940108762008-04-22T05:51:00.000-07:002008-06-05T06:43:20.560-07:00

Since market orientation is not such common notion, let us first define what market orientation stands for. According to Dalgic (1998) market orientation express a marketing perception which put the customer’s needs in the center of all firm’s activities. Berkowitz, Kerin and Rudelius (1989) states that already in the year 1952 General Electric (GE) embedded there marketing personal at the

Dr. Rami Schayekhttp://www.blogger.com/profile/00926994113501309238noreply@blogger.comtag:blogger.com,1999:blog-4243871997253714849.post-72108451887218347472008-04-09T04:42:00.000-07:002008-06-05T06:43:20.560-07:00

Shapiro et al.'s (1996) states, that assistance programs implementation begins by transferring inputs from the assistance program to the client, then through a series of intermediate steps, actions are taken by the client that subsequently lead to business and economic development outcomes. It is therefore possible to regard the assistance program (i.e. the consultant), its gist and input, as one

Dr. Rami Schayekhttp://www.blogger.com/profile/00926994113501309238noreply@blogger.comtag:blogger.com,1999:blog-4243871997253714849.post-2534162129916869892008-03-17T07:58:00.000-07:002008-06-05T06:43:59.688-07:00

“The vast majority of small business owners do not plan”, I think that we can regard this statement as a ruling. But why is it so? As far as my knowledge reach, the reason for this derives from two different aspects: First, the lack of time that every small business owner face, which exists mainly because of the centrality of the small business owner in the day-to-day management tasks that are

Dr. Rami Schayekhttp://www.blogger.com/profile/00926994113501309238noreply@blogger.comtag:blogger.com,1999:blog-4243871997253714849.post-12055297419464180252008-02-19T01:12:00.000-08:002008-06-05T06:42:24.319-07:00

Are there benefits in trying to measure public assistance effect at the country-level economy? Literature suggest two main approaches, Wood (1994) ; Blizzard (1995) ; Wood (1999) claims that an economic approach which represent each change as a result of macro economic status is the one with the upper hand. Chrisman (1995) ; Chrisman and Mcmullan (1996) ; Chrisman and Mcmullan (2002) represent an

Dr. Rami Schayekhttp://www.blogger.com/profile/00926994113501309238noreply@blogger.comtag:blogger.com,1999:blog-4243871997253714849.post-46049753739895090462007-11-30T01:25:00.000-08:002008-06-05T06:45:28.490-07:00

When reviewing the literature regarding human resources in small business we found out that the small business’ entrepreneur/owner is to be emphasized as a resource of paramount importance. According to Story (1994), the entrepreneur’s experience, expertise and abilities are generally considered a primary parameter of influence over the firm’s survival and development. Mullins (1996) claims that

Dr. Rami Schayekhttp://www.blogger.com/profile/00926994113501309238noreply@blogger.comtag:blogger.com,1999:blog-4243871997253714849.post-50788671179217690762007-11-08T04:06:00.000-08:002008-06-05T06:43:59.689-07:00

From the mid seventies we can note that scholars makes the distinction between small and large businesses in terms of needs, level of sophistication and range of strategic planning. Bracker and Pearson (1986), Rue and Ibrahim (1998), Perry (2001) and Wijewardena, Zoysa, Fonseka and Perera (2004) all formulate definitions of strategic planning which take the uniqueness of small businesses into

Dr. Rami Schayekhttp://www.blogger.com/profile/00926994113501309238noreply@blogger.comtag:blogger.com,1999:blog-4243871997253714849.post-53239202254957038262007-11-07T00:38:00.000-08:002008-06-05T06:43:20.561-07:00

Government budgets are relayed to various assistance programs whose purpose is to encourage economic activity in small businesses. It is often asked whether these programs do in fact fulfill their purpose or maybe these budgets are wasted? A groundbreaking research jointly conducted by Ben-Gurion University and the Ministry of Industry, Trade & Labor elucidates this issue. Researchers Dr. Rami

Dr. Rami Schayekhttp://www.blogger.com/profile/00926994113501309238noreply@blogger.com