tag:blogger.com,1999:blog-42438719972537148492012-01-11T21:58:19.407-08:00Learn about small and medium businessDr. Rami Schayekhttp://www.blogger.com/profile/00926994113501309238noreply@blogger.comBlogger191100tag:blogger.com,1999:blog-4243871997253714849.post-16406785327156765202011-04-17T00:33:00.000-07:002011-05-03T05:39:58.823-07:00

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Dr. Rami Schayekhttp://www.blogger.com/profile/00926994113501309238noreply@blogger.com0tag:blogger.com,1999:blog-4243871997253714849.post-19021778895717282522008-11-11T23:40:00.000-08:002008-11-11T23:42:37.606-08:00

“The vast majority of small business owners do not plan”, reviewing studies that conducted in the strategic planning field leads to the conclusion, that we can regard this statement as a ruling. But why is it so? And is there something that can be done? The fifth article in the series tries to answer these questions.The status in which the vast majority of small business owners do not engage in

Dr. Rami Schayekhttp://www.blogger.com/profile/00926994113501309238noreply@blogger.com1tag:blogger.com,1999:blog-4243871997253714849.post-21034244995828884342008-10-26T03:54:00.000-07:002008-10-26T23:20:15.693-07:00

The fourth article in the series deals with the assumption, that strategic planning implementation in small businesses raises the level of performance. A presentation of empirical studies from the past five decades will be used to clarify that issue.Mayer and Goldstein (1961) studied the survival rate at the first two years of operation of eighty-one firms from service and retail industries.

Dr. Rami Schayekhttp://www.blogger.com/profile/00926994113501309238noreply@blogger.com0tag:blogger.com,1999:blog-4243871997253714849.post-51825930047695186242008-10-17T01:51:00.000-07:002008-11-11T00:05:40.453-08:00

Through a discussion about why and how strategic planning in small businesses is different then in large businesses, this third article in the series is been used as a passage from an overall discussion regarding strategic planning to a targeted analysis focusing at strategic planning in small business.Till the mid seventies a small business was considered as a large business regarding the

Dr. Rami Schayekhttp://www.blogger.com/profile/00926994113501309238noreply@blogger.com0tag:blogger.com,1999:blog-4243871997253714849.post-71708221720530268622008-10-07T10:21:00.000-07:002008-10-26T09:09:14.213-07:00

In continuance with the first article that presented a theoretical overview of strategic planning, the second article in the series has focused on the different definitions used by scholars while implementing the empirical research of strategic planning.Researches at the early seventies classified firms according to dichotomous criterion – whether the firm implementing strategic planning. Thune

Dr. Rami Schayekhttp://www.blogger.com/profile/00926994113501309238noreply@blogger.com1tag:blogger.com,1999:blog-4243871997253714849.post-82900784077360471322008-09-23T09:43:00.000-07:002008-09-30T00:36:27.667-07:00

Since the mid sixties when strategic planning as a concept was introduced to the business and academic world, it’s repeatedly appears at academic literature. A theoretical discussion on how to conduct strategic planning evolve into empirical research, which mostly deals with strategic planning in large businesses and in part with small businesses. Significant share of the empirical research on

Dr. Rami Schayekhttp://www.blogger.com/profile/00926994113501309238noreply@blogger.com0tag:blogger.com,1999:blog-4243871997253714849.post-46059354537031272682008-08-29T02:33:00.000-07:002008-10-02T23:45:52.487-07:00

The fourth article in the series discuss the need for constructing a multidimensional structure of business performance in order to achieve the best possible results when conducting performance measurement.Business performance is a complex multidimensional variable what makes its measurement a difficult task (Brush and Vanderwerf, 1992). Venkatraman and Ramanujam (1985) suggest that measures such

Dr. Rami Schayekhttp://www.blogger.com/profile/00926994113501309238noreply@blogger.com0tag:blogger.com,1999:blog-4243871997253714849.post-5444616308039178172008-08-15T02:09:00.000-07:002008-10-03T00:30:08.668-07:00

Trying to measure performance, in general, is a difficult task for scholars; the difficulties intensify when the subject is the measurement of small business performance. In this article, which is the third in the series, an overview of the major obstacles for measuring small business performance is presented.Time is a substantial factor that needs to be taken into consideration when trying to

Dr. Rami Schayekhttp://www.blogger.com/profile/00926994113501309238noreply@blogger.com1tag:blogger.com,1999:blog-4243871997253714849.post-20654796058341712632008-06-25T01:38:00.000-07:002008-08-15T02:09:03.601-07:00

Empirical studies in business management repeatedly use business performance as dependent variable in order to predict the potential effect of managerial, operational and behavioral activities within the firm. This second article in the series concerns of financial and operational performance; through the summarization of two seminal papers written by Venkatraman and Ramanujam (1986) and Kaplan

Dr. Rami Schayekhttp://www.blogger.com/profile/00926994113501309238noreply@blogger.com1tag: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.com0tag:blogger.com,1999:blog-4243871997253714849.post-6018595816645937132008-05-27T08:18:00.000-07:002008-10-26T09:12:24.234-07:00

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.com1tag: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.com0tag:blogger.com,1999:blog-4243871997253714849.post-41766686272677328422008-05-06T04:12:00.000-07:002008-10-03T00:36:24.385-07:00

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.Generally

Dr. Rami Schayekhttp://www.blogger.com/profile/00926994113501309238noreply@blogger.com0tag: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.com0tag: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.com0tag: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.com0tag: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.com0tag: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.com0tag: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.com0