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Under the Thatcher Government′s “Enterprise Culture”, the size of the small business sector has frequently been taken as a key indicator of economic success in Britain. Measurement of achievement in such terms does indeed indicate a high degree of economic buoyancy. However, a deeper examination of available data indicates that much of this success may be illusory and dependent for its survival on substantial levels of state intervention. At the same time, an examination of regional patterns of small business success reveals a picture somewhat similar to that pertaining to the economy as a whole. Far from raining down success selectively on economically deprived areas, as had been hoped in some circles, it appears that it is the most prosperous areas which tend to support the highest levels of enterprise.

A survey of young microfirms was conducted to investigate their growth intentions. The findings confirm the distinct profiles of four types of firms categorized on the basis of current and future employment: Lifestyler, Entrepreneur, Manager, and Mover. They differ in terms of the owner's perceptions of the desirability and practicality of growing their firm, and with respect to the moderating variables of industry affiliation, business location, and investment level. Research issues and service implications for business support agencies are identified.

The article seeks to explain the rapid increase in the use of agency “temps” by employers during the 1990s. It tests the thesis of profound change in employers' labour use decisions.

The data was from in‐depth interviews with human resource/line managers in 12 work organisations in the UK responsible for decisions on use of temporary agency labour. Organisations were chosen to include a variety of industrial sectors, sizes and locations.

Although there were common trends in organisations, including declining numbers of permanent jobs and waves of restructuring, organisations varied in their approach: it was not always profound change. The paper finds four distinct types of agency labour use and developed a 2 × 2 typology, depending on whether employers were acting strategically or reactively, and whether they were using temps for supplementation, or more far‐reaching substitution, for permanent workers.

Research is based on UK data and is a “snapshot” of the situation. However, the typology can be used to analyse temporary agency labour usage in other settings and time periods.

The findings could be used by human resource managers to assist them in making decisions on use of agency workers.

The paper makes associations between external and internal contexts within which organisations operate and how these affect decisions on temporary agency labour usage.

Are women held back or holding back? Do women choose their jobs/careers or are they structurally or normatively constrained? The purpose of this paper is to shed fresh light on these questions and contribute to an on‐going debate that has essentially focused on the extent to which part‐time work is women's choice, the role of structural and organisational constraints and the role of men in excluding women.

The paper uses data from interviews with 80 working women – both full‐time and part‐time – performing diverse work roles in a range of organisations in the south east of England.

It was found that many women do not make strategic job choices, rather they often “fall into” jobs that happen to be available to them. Some would not have aspired to their present jobs without male encouragement; many report incidents of male exclusion; and virtually all either know or suspect that they are paid less than comparable men. Those working reduced hours enjoy that facility, yet they are aware that reduced hours and senior roles are seen as incompatible. In short, they recognise both the positive and negative aspects of their jobs, whether they work full or part‐time, whether they work in male‐dominated or female‐dominated occupations, and whatever their position in the organisational hierarchy. Accordingly, the paper argues that the concept of “satisficing”, i.e. a decision which is good enough but not optimal, is a more appropriate way to view women's working lives than are either choice or constraint theories.

There is an ongoing, and often polarised, debate between those who maintain that women choose whether to give preference to work or home/family and others who maintain that women, far from being self‐determining actors, are constrained structurally and normatively. Rather than supporting these choice or constraint theories, this paper argues that “satisficing” is a more appropriate and nuanced concept to explain women's working lives.

Looks at the 2000 Employment Research Unit Annual Conference held at the University of Cardiff in Wales on 6/7 September 2000. Spotlights the 76 or so presentations within and shows that these are in many, differing, areas across management research from: retail finance; precarious jobs and decisions; methodological lessons from feminism; call centre experience and disability discrimination. These and all points east and west are covered and laid out in a simple, abstract style, including, where applicable, references, endnotes and bibliography in an easy‐to‐follow manner. Summarizes each paper and also gives conclusions where needed, in a comfortable modern format.

Utilising qualitative research methodology, this pilot study of telecottages/business resource centres in South‐east England interviewed 13 centre managers to identify problems, needs, models and ideas that could be related to enterprise televillage development. The research also aimed to improve the quality of management guidance and the long‐term future for these centres. Questions were posed to identify the extent to which centre managers perceived their business strategies to be entrepreneurial and innovative, as they attempted to decrease dependence on public funding by generating additional business income. Emergent strategies, networking, telecommunications and building partnerships with both private and public organisations allowed some centres to expand and to move from total reliance on public funding to a mix of private and public sources of income. Although initial public funding is seen as an important factor in reducing the early vulnerability of business resource centres, the ability of opportunity‐seeking managers to develop an innovative range of services, including a mix of those offered free and those that required fees, was an important factor in survival. Two detailed case studies (private and mixed) are presented as generic prototypes.