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Article
Publication date: 1 June 2000

Paul D. Hanno, Dean Patton and Sue Marlow

It has been argued that a critical issue pertaining to small firm success is the ability to manage and develop a network of interdependent relationships with a wide and diverse…

828

Abstract

It has been argued that a critical issue pertaining to small firm success is the ability to manage and develop a network of interdependent relationships with a wide and diverse range of stakeholders. The article explores the needs of small firms and their stakeholders in building interdependent relationships as effective learning forms for enhancing a small firm’s potential to succeed. It is suggested that small firm owners and managers need to develop specific competence frameworks when initiating and progressing such relationships. It is also suggested that those managing such dyadic relationships have been disadvantaged by the lack of appropriate guidelines to assess current levels of competence and opportunities for improvement.

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Education + Training, vol. 42 no. 4/5
Type: Research Article
ISSN: 0040-0912

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Article
Publication date: 1 March 1992

Spence Marlow and Sue Rivers

Provides some background to new proposals in the UK to introducelegislation which would give existing long leaseholders ininterdependent properties the collective right to…

214

Abstract

Provides some background to new proposals in the UK to introduce legislation which would give existing long leaseholders in interdependent properties the collective right to purchase the freehold interest. Sets out to examine the management structure of commonhold properties, with particular emphasis on the dynamics of collective management, in three countries where it is well established: Australia, France and the USA.

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Property Management, vol. 10 no. 3
Type: Research Article
ISSN: 0263-7472

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Article
Publication date: 1 June 2000

Sue Marlo

There is little information regarding how, or whether, small‐firm owners use their own and their management team’s skills and experiences as part of a strategic approach to…

3761

Abstract

There is little information regarding how, or whether, small‐firm owners use their own and their management team’s skills and experiences as part of a strategic approach to achieving business goals, durability and, if desired, growth. It would appear that firms which do utilise a strategic approach, however informal, are more likely to endure. Design school strategic management techniques have traditionally been sited in, and associated with, corporate enterprises and, as such, would not be readily accessible to most small firms. Recent critics of this design school approach argue that strategic activity, in the majority of firms, is far more intuitive and flexible than previously believed and describe this as an emergent approach to strategy. If this is the case, it should be possible for most small‐firm owners and managers to harness their business skills, which evidence would suggest are likely to be intuitive, based on experience, and flexible, to develop an emergent approach to strategy. To investigate the proposition further, this paper focuses primarily upon strategic human resource management (HRM) in small firms, arguing that the efficient use of labour in small firms is a critical activity for such firms to achieve durability and if desired, growth. This paper will, therefore, briefly consider the debates surrounding design school and emergent strategies, examine the role of strategic HRM within the enterprise in some detail and then present empirical findings to illustrate these issues.

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Journal of Small Business and Enterprise Development, vol. 7 no. 2
Type: Research Article
ISSN: 1462-6004

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Article
Publication date: 1 March 1998

Sue Marlow

This paper discusses the utilisation of employee training and development initiatives in the UK focusing specifically upon the smaller firm. It is argued that to assess and…

984

Abstract

This paper discusses the utilisation of employee training and development initiatives in the UK focusing specifically upon the smaller firm. It is argued that to assess and evaluate differing levels of investment in employee development, it is essential to take account of firm size, firm sector and the overall market/economic environment. Furthermore, assessment of such variables is essential when developing appropriate and accessible training initiatives. Evidence from a small empirical study is presented which suggests further investigation into the interaction of such variables and their consequent influence upon utilisation of training and development programmes would be warranted.

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Journal of Small Business and Enterprise Development, vol. 5 no. 1
Type: Research Article
ISSN: 1462-6004

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Article
Publication date: 1 June 2005

Sue Marlow

242

Abstract

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International Journal of Entrepreneurial Behavior & Research, vol. 11 no. 3
Type: Research Article
ISSN: 1355-2554

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Article
Publication date: 1 October 2004

Sue Marlow

208

Abstract

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International Journal of Entrepreneurial Behavior & Research, vol. 10 no. 5
Type: Research Article
ISSN: 1355-2554

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Article
Publication date: 1 June 2001

Sue Marlow

183

Abstract

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International Journal of Entrepreneurial Behavior & Research, vol. 7 no. 3
Type: Research Article
ISSN: 1355-2554

Available. Content available
Article
Publication date: 1 February 2005

Sue Marlow

257

Abstract

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International Journal of Entrepreneurial Behavior & Research, vol. 11 no. 1
Type: Research Article
ISSN: 1355-2554

Available. Content available
Article
Publication date: 1 February 2001

Sue Marlow

213

Abstract

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International Journal of Entrepreneurial Behavior & Research, vol. 7 no. 1
Type: Research Article
ISSN: 1355-2554

Available. Content available
Article
Publication date: 1 February 1999

Sue Marlow

192

Abstract

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International Journal of Entrepreneurial Behavior & Research, vol. 5 no. 1
Type: Research Article
ISSN: 1355-2554

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