2.3 Managing Microenterprises in Change
Microenterprises with less than 10 employees are a backbone of economies. Microenterprises who want to survive must have resilience and they must constantly renew their process due to on-going shifts in the business context and society.The purpose of track is to bring out research approaches to conceptualize and investigate sustainable management, growth and competences from the perspective of micro-scale enterprises. Research related to the characteristics of micro-entrepreneurship and management of microenterprises are present. The track particularly contributes to academic discussion on management of microenterprises during changes, such as the global COVID-19 crisis, on both the individual, company and contextual levels.
Gherhes, C., Williams, N., Vorley, T., & Vasconcelos, A. C. (2016). Distinguishing micro-businesses from SMEs: a systematic review of growth constraints. Journal of Small Business and Enterprise Development.
Jiang, X., Liu, H., Fey, C. and Jiang, F., 2018. Entrepreneurial orientation, network resource acquisition, and firm performance: A network approach. Journal of Business Research, 87, pp.46-57.
McKelvie & Wiklund. (2010). Advancing firm growth research: A focus on growth mode instead of growth rate. Entrepreneurship Theory and Practice, 34(2), 261–288.
Saarela, M., Muhos, M., Hänninen, K. & Jokela, H. (2018). Growth Management Priorities of Service-Based Micro-Enterprises in a Sparsely Populated Area. International Journal of Management, Knowledge and Learning 7 (1), 55–76 .
Shepherd & Wiklund. (2009). Are we comparing apples with apples or apples with oranges? Appropriateness of knowledge accumulation across growth studies. Entrepreneurship Theory and Practice, 33(1), 105–123.