The Role of Firm Size in Training Provision Decisions: evidence from Spain

The level of training provided by small firms to their employees is below that provided by their larger counterparts. The provision of firm-related training is believed to be associated to certain characteristics of the firm. In this paper we argue that small firms provide fewer training opportunities as they are less likely to be associated with these characteristics than large firms. The suitability of estimating training decisions as a double-decision process is examined here: first, a firm has to decide whether to provide training or not and, second, having decided to do so, the amount of training to provide. The differences in training provision between small and large firms are decomposed in order to analyse the individual contribution of these characteristics to explaining the gap. The results show that small firms face greater obstacles in accessing training and that the main reasons for that are related to their technological activity and the geographical scope of the market in which they operate.

Decomposing differences in total factor productivity across firm size

This paper investigates the extent to which the gap in total factor productivity between small and large firms is due to differences in the endowment of factors determining productivity and to the returns associated with these factors. We place particular emphasis on the contribution of differences in the propensity to innovate and in the use of skilled labor across firms of different size. Empirical evidence from a representative sample of Spanish manufacturing firms corroborates that both differences in endowments and returns to innovation and skilled labor significantly contribute to the productivity gap between small and large firms. In addition, it is observed that the contribution of innovation to this gap is caused only by differences in quantity, while differences in returns have no effect; in the case of human capital, however, most of the effect can be attributed to increasing differences in returns between small and large firms.

... Census of business: 1935. Retail distribution ..

On cover: Census of business: 1935.

Like milk or wine: Does firm performance improve with age?

Our empirical literature review shows that little is known about how firm performance changes with age, presumably because of the paucity of data on firm age. For Spanish manufacturing firms, we analyse the firm performance related to firm age between 1998 and 2006. We find evidence that firms improve with age, because ageing firms are observed to have steadily increasing levels of productivity, higher profits, larger size, lower debt ratios, and higher equity ratios. Furthermore, older firms are better able to convert sales growth into subsequent growth of profits and productivity. On the other hand, we also found evidence that firm performance deteriorates with age. Older firms have lower expected growth rates of sales, profits and productivity, they have lower profitability levels (when other variables such as size are controlled for), and also that they appear to be less capable to convert employment growth into growth of sales, profits and productivity.

Do innovation and human capital explain the productivity gap between small and large firms?

Empirical evidence is compelling that large firms are more productive than small firms. The hypothesis in this paper is that the productivity differences between small and large firms are associated with two of the main determinants of a firm’s performance: the human and technological capital that firms incorporate. We suggest that the contribution of these factors in explaining the productivity-size gap might not only be due to the fact that large firms make a more extensive use of them, but also because large firms obtain higher returns from their investment in human and technological capital. The evidence we obtain for a comprehensive sample of Spanish manufacturing firms (1990-2002) supports this hypothesis, which has important implications for the effectiveness of policies designed to improve productivity in SMEs by stimulating innovation and the use of more skilled workers.

Extending contingency: the impact of strategy, technology, size and business environment on the organisational form of small Chinese firms

This paper is inspired by articles in the last decade or so that have argued for more attention to theory, and to empirical analysis, within the well-known, and long-lasting, contingency framework for explaining the organisational form of the firm. Its contribution is to extend contingency analysis in three ways: (a) by empirically testing it, using explicit econometric modelling (rather than case study evidence) involving estimation by ordered probit analysis; (b) by extending its scope from large firms to SMEs; (c) by extending its applications from Western economic contexts, to an emerging economy context, using field work evidence from China. It calibrates organizational form in a new way, as an ordinal dependent variable, and also utilises new measures of familiar contingency factors from the literature (i.e. Environment, Strategy, Size and Technology) as the independent variables. An ordered probit model of contingency was constructed, and estimated by maximum likelihood, using a cross section of 83 private Chinese firms. The probit was found to be a good fit to the data, and displayed significant coefficients with plausible interpretations for key variables under all the four categories of contingency analysis, namely Environment, Strategy, Size and Technology. Thus we have generalised the contingency model, in terms of specification, interpretation and applications area.

State of Iowa Directory of certified Disadvantaged Business Enterprises, September 2007

The Iowa DOT takes affirmative action to ensure that Disadvantaged Business Enterprises have the maximum practical opportunity to get Iowa DOT contracts for construction, professional, and technical service. The Iowa DOT also has taken specific steps to ensure there is no discrimination in the awarding and administering of contracts. The department's DBE Program, which has been developed under this policy, is administered by the Office of Contracts.

Challenges of business process automation for small and medium enterprises

The aim of the study was to examine problems that small and medium enterprises are facing during the implementation of business process automation projects. Study reveals problems from the point of view of companies who are implementing automation projects and from the point of view of IT-integrators who are specifying in IT solutions for small and medium companies.

Characterization of ICT-based business models of social enterprises

In recent years new models for organizations working on overty alleviation have emerged. One of them, the social enterprise, has attracted the attention of both academics and practitioners all over the world. Even if defined in different ways depending on the context, social enterprise has an enormous potential to generate social benefits and to promote local agency and private initiative in poverty alleviation. In this sense, it is fitting to highlight the importance of identifying the main standards that permit the characterization of diverse social enterprises, in order to understand their main specificities and guarantee value generation for low-income populations. Another crucial factor is understanding innovation as a critical factor in promoting social enterprises. A powerful tool to enhance the impact and application of this model is Information and Communication Technologies. In the 21st century,these tools allow users to find new ways of collaboration, new sustainable business models and a cost-effective way of scaling-up initiatives. This paper, a product of the collaborative research between the Universidad Politécnica de Madrid and the Universidade Federal Fluminense, examines different business models for social enterprises and the role that ICT can play in scale and impact of these initiatives

1977 survey of minority-owned business enterprises /

MB77-1. Minority-owned businesses, Black -- MB77-2. Minority-owned businesses, Spanish origin -- MB77-3. Minority-owned businesses, Asian Americans, American Indians, and others -- MB77-4. Minority-owned businesses, summary.

16th census of the United States: 1940. Census of business: 1939. Service establishments. Analysis by size based on volume of receipts.

At head of title: U.S. Dept. of Commerce, Jesse H. Jones, Secretary. Bureau of the Commerce, J.C. Capt, director ..

Problems of American small business. Hearings before the Special Committee to Study and Survey problems of Small Business Enterprises,

Mode of access: Internet.

1987 economic censuses. Survey of minority-owned business enterprises.

"MB87-1."

Handbook of the law of corporations and other business enterprises /

On spine: Henn on corporarions.