Managerial capability for innovation for microfirms: integrating theory with empirical evidence

Motivation	Nature of owner/manager motivation	Literary source
Business philosophy	The firm driven by business philosophy - the application of business and tools to problems and a motivation based on profitability; trade off between profitability and life style; changing motivation over life cycle of business	Beaver (2007); Nybakk and Hansen (2008); Phillipson et al. (2004)
Entrepreneurial and lifestyle interaction	Dynamic entrepreneurs based on lifestyle motivation where business concerns may be secondary; niche marketing/business motivation and lifestyle motivation not always in conflict - they may converge	Ateljevic (2007); Marchant and Mottiar (2011); Vaugeois and Rollins (2007); Vernon et al. (2003)
Multiple business roles	Lifestyle motivation supports the owner/manager in multiple business roles sustaining seasonality	Baum and Szivas (2008); Carlsen et al. (2008); Goulding et al. (2008)

Theme	Nature of emerging theme
Innovation in the microfirm context	Limited awareness by owner/managers Owner/manager dominant role Incremental innovation and potential for development
The role of the external environment - articulation of change	Environmental determinism Marketing technology Owner/manager direct market sensing
Mental models and imaginative strategy	Emergence from business community Surfacing of mental models New markets
People relationships and customer service	Owner/manager shares local expertise Owner/manager shares hobby Owner/manager symbolic representation of firm
Operational capability	Opportunities through craft capability and market sensing via market proximity Challenges of over immersion in operational work to neglect of strategy
Nature of micro firm leadership	Culture shaping limited evidence/possibly tacit in nature Paternalism utilising employees as resource Delegation - limits and opportunities Resilience
Resource pools	Family as potential resource yet barrier to innovation Gap between policy makers and owner/managers Resource limits and limited managerial capability to leverage resources Stakeholder ties and opportunities and limits

Périodicité:: 3 fois par an
Sujets de la revue:: Affaires et économie, Gestion d'entreprise, Marketing, vente, relation clients, Management, organisation, gouvernance d'entreprise, Entrepreneuriat, Ressources humaines, pratiques de travail, emploi et carrière