The Kilmann and Herden Model of Organizational Effectiveness Criteria for Small Business Managers

1982 ◽  
Vol 25 (2) ◽  
pp. 308-322
Author(s):  
Frank Hoy ◽  
Don Hellriegel
Keyword(s):  
Small Business ◽  
Organizational Effectiveness ◽  
Business Managers

Information Systems for Organizational Effectiveness Model

2012 ◽  
pp. 39-61
Author(s):  
Govindan Marthandan ◽  
Chun Meng Tang
Keyword(s):  
Information Systems ◽  
Organizational Effectiveness ◽  
Evaluation Model ◽  
Business Value ◽  
Business Managers ◽  
Vast Number ◽  
Organisational Effectiveness ◽  
Effectiveness Model ◽  
Evaluation Models ◽  
Is Evaluation

Despite the proposal of various Information Systems (IS) evaluation models and approaches, IS evaluation has never been straightforward. There are issues and challenges in proving the business value of IS. Adding to the difficulty, a vast number of measures have been employed conveniently for evaluation purposes without going through a rigorous validation process. Recognising the complexity for IS researchers, IS specialists, and business managers to agree on a common model for the evaluation of IS business value, this chapter presents an empirically validated IS evaluation model, the IS for organisational effectiveness (ISOE) model, for planning, designing, implementing, and appraising IS. There also emerges a new theory, the Information System business value (ISBV) theory, from the ISOE model to establish that IS business value is multifaceted and are observable in the form of improvements in organisational effectiveness.

An Analytical Model to Measure IS-Enabled Organizational Effectiveness

2013 ◽  
pp. 230-245
Author(s):  
Chun Meng Tang ◽  
Govindan Marthandan
Keyword(s):  
Organizational Effectiveness ◽  
Enterprise Resource Planning ◽  
Resource Planning ◽  
Business Managers ◽  
Erp Systems ◽  
Erp System ◽  
Abstraction Level ◽  
Confirmatory Factor ◽  
Order Construct ◽  
Returns On Investment

When business managers are considering whether to invest in an enterprise resource planning (ERP) system, they ask the question: “What are the returns on investment?” When the ERP system is implemented and in operation, business managers ask another question: “How successful is the system?” To answer these questions, clues can be found by examining organizational effectiveness improvements as a result of ERP system implementation. This paper suggests that being able to identify the dimensions of organizational effectiveness is enabled by ERP systems. Together with positive organizational effectiveness improvements, the business value of ERP systems can be demonstrated. To provide the evidence needed to support the notion, a confirmatory factor analysis (CFA) was conducted. Analyses reveal that the construct of IS-enabled organizational effectiveness can be modeled, at a higher-order abstraction level, as a third-order construct manifested by three second-order constructs and ten first-order constructs.

Adopting the Entrepreneurial Process in the Study of Information Systems and Small Business

2003 ◽  
pp. 1-14
Author(s):  
M. Gordon Hunter ◽  
Wayne A. Long
Keyword(s):  
Decision Making ◽  
Information Systems ◽  
Small Business ◽  
Small Businesses ◽  
Strategic Orientation ◽  
Business Managers ◽  
Entrepreneurial Process

This document suggests the adoption of the Theory of Entrepreneurship by researchers who investigate the use of information systems by small businesses. The majority of existing research into this area tends to adopt results determined from investigations of larger businesses. Thus, the uniqueness of small business is not considered. Concepts such as strategic orientation, decision-making, and resource poverty contribute to the unique situation and approach taken by small business managers. The Theory of Entrepreneurship responds to these concepts. The framework suggests that organizations evolve and that entrepreneurs throughout this evolution face various challenges. The components of the Theory of Entrepreneurship are described here, in concert with the challenge to researchers to consider adopting this framework when conducting investigations into how information systems may be employed to support small business.

The Use of Accounting Information in the Small Business Firm's Planning and Control Process

1980 ◽  
Vol 4 (4) ◽  
pp. 44-57 ◽  
Author(s):  
Patrick M. Dunne ◽  
Dee E. Ezell ◽  
Arthur T. Roberts
Keyword(s):  
Small Business ◽  
Small Businesses ◽  
Accounting Information ◽  
Control Process ◽  
Policy Formulation ◽  
Financial Accounting ◽  
Business Managers ◽  
Planning And Control ◽  
Current State ◽  
And Control

The need for information relative to the current state of business affairs and the potential impact upon operations including future opportunities should be recognized, both in planning and execution of plans. The use of accounting information as a basis for necessary analysis and interpretation is relatively simple and effective approach for small business managers. This article details the utlization of modularized contribution margin income statements and their contribution to the decision-making and policy formulation processes. The segmented approach to financial accounting and reporting affords the level of visualization and control that small businesses require.

A Model for Location and Development Decision Making

1982 ◽  
Vol 7 (2) ◽  
pp. 3-11 ◽  
Author(s):  
Joseph F. Singer ◽  
Patrick J. Sarb
Keyword(s):  
Decision Making ◽  
Small Business ◽  
Site Selection ◽  
Rapid Growth ◽  
Development Planning ◽  
New Venture ◽  
Business Managers ◽  
Growth Area ◽  
Impact Planning

This paper presents a methodology which can assist small business managers making development decisions in growth communities. Development impact planning implications associated with the socioeconomic dynamics of the four types of communities identified in this analysis are discussed. These implications may prove useful in site selection and preliminary development planning for the small business operator located within, or considering a new venture in, a rapid growth area.

Financial Objectives of Small Firms

1983 ◽  
Vol 8 (1) ◽  
pp. 27-31 ◽  
Author(s):  
Philip L. Cooley ◽  
Charles E. Edwards
Keyword(s):  
Small Business ◽  
Small Firms ◽  
Administrative Support ◽  
Business Managers ◽  
Marketing Education ◽  
Finance Theory

Goals perceived by business managers in practice may differ from those postulated in finance theory. Such a divergence between practice and theory is found in a perceptual survey of small-business managers. This paper reports on the financial goals perceived as important by small-business managers and discusses the implications of the findings. 1 1 The authors gratefully acknowledge the financial and administrative support provided by the Petroleum Marketing Education Foundation. Only the authors’ views are reported here, however,

Accounting and Marketing—Key Small Business Problems

1983 ◽  
Vol 7 (4) ◽  
pp. 19-26 ◽  
Author(s):  
Henry Wichmann
Keyword(s):  
United States ◽  
Small Business ◽  
Small Businesses ◽  
Small Firms ◽  
The United States ◽  
Business Administration ◽  
Small Business Administration ◽  
Business Failure ◽  
Business Managers

The Small Business Administration (SBA) estimates that small businesses represent 97 percent of all businesses in the United States [5, p. 1]. The SBA defines a small business as “one that is not dominate in its field.” While the ma and pa shops fall within this definition, much larger firms are considered small under SBA criteria. The owner-managers of these small firms face unique problems—success or failure is keyed to solving these problems. Each year in the United States, some 500,000 new businesses start and 400,000 businesses discontinue operations [1, p. 47]. These discontinuances are not all due to business failure (a bankrupt firm). Some small firms are merged with larger companies, while the spark of life leaves other small firms because the owner retires without a son or daughter to take over the reins of leadership. The purpose of this article is to aid small business managers by (1) reviewing the process of beginning a business, (2) identifying some of the attributes that characterize a successful or unsuccessful small business, and (3) discussing small firms’ problems common to the frontier states of Alaska and Wyoming.

scholarly journals What Do They Think and Feel about Growth? An Expectancy-Value Approach to Small Business Managers‘ Attitudes toward Growth

2003 ◽  
Vol 27 (3) ◽  
pp. 247-270 ◽  
Author(s):  
Johan Wiklund ◽  
Per Davidsson ◽  
Frédéric Delmar
Keyword(s):  
Small Business ◽  
Well Being ◽  
The Other ◽  
Measuring Instrument ◽  
Business Managers ◽  
Expectancy Value ◽  
Financial Outcomes ◽  
The Future ◽  
Small Organization ◽  
The One

This study focuses on small business managers‘ motivation to expand their firms. More specifically, we examine the relationships between expected consequences of growth on the one hand, and overall attitude toward growth on the other. Data were collected in three separate studies over a ten-year period using the same measuring instrument. The results suggest that noneconomic concerns may be more important than expected financial outcomes in determining overall attitude toward growth. In particular, the concern for employee well-being comes out strongly. We interpret this as reflecting a concern that the positive atmosphere of the small organization may be lost in growth. We conclude that this concern may be a cause for recurrent conflict for small business managers when deciding about the future route for their firms.

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