Assignment is Literature Review

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Assignment 2 (Literature Review)

Research Topic: Small Business Failure

Research Questions: List your RQs again (to refresh my memory). If you changed your RQs from last time, please append your revised Assignment 1 at the end of this assignment.

1. What factors causes the high failure rate of microbusiness?

2. What non-monetary interventions would help to minimize microbusiness failure?

Literature Review Process: Review 10-15 research papers that informs us of our current state of knowledge in your problem area. If you find no prior paper in this area, expand your search terms to extract 10-15 papers in related areas. Describe the process by which you selected papers for review (e.g., which databases were used, what keywords, etc.), how you filtered your search results, actual counts of papers extracted in each search, etc.

I did an abstract search in the ABI/Inform Global database using the keywords “microbusiness” and “failure”. This search resulted in zero articles. Hence, I expanded my search to “small business” and “failure”, and got 77 articles. I manually screened the abstracts of these 77 articles based on their relevance to my research questions to shortlist 12 articles for further review. These 12 articles were Knotts, Jones and Udell (2003), Urban and Naidoo (2012), Atamina and VanZante (2010), Rolleri, Nadan, and Lussier (2016), Yallaprogada and Bhuihan (2010), Perry (2001), Purves, Niblock, and Sloan (2009), Franco and Hasse (2009), Beaver and Graham (2005), Rasheed (2005), Bornstein (2007), and Gerhardt, Hazen, Lewis (2014).

Synthesis: Create tables summarizing what prior literature tells us about your problem area, similar to the tables in Eppler & Mengis’s (2004) information overload paper. Notice how Table 2 presents definitions, Table 3 lists causes (of information overload), Table 4 describes symptoms or effects, and Table 5 shows countermeasures. In each case, they list the issues in the central column, groups them in the left column, and presents references in the right column. I’m expecting similar tables (perhaps smaller, given your 10-15 paper limit).

TABLE 1: Key Concepts

Concepts

Description

References

Small Business

· Fewer than 500 employees

Knotts, Jones, Udell, 2003

Contribution to economy

· Contribute to growth & stability of US economy: 50% of all sales, employ ½ US workforce, 55% of innovations

· 99% of registered firms are SB

· 39% US GNP; 2 of 3 new jobs

· 27million SB = 99.7% employer business

Knotts, Jones, Udell,2003

Rolleri, Nadim, Lussier, 2016

Yallapragada, Bhuiyan, 2011

Yallapragada, Bhuiyan, 2011

Failure

· 90% SBF are management related

· Each year, 1/2million SB start-up and close

· 34% SB do not survive 2 years

· 20% of new ventures fail w/in 1 year and 66% w/in 6 years

Knotts, Jones, Udell, 2003

Rolleri, Nadim, Lussier, 2016

Yallapragada, Bhuiyan, 2011

Franco, Hasse, 2009 (Port)

TABLE 2: Factors that Cause Small Business Failure

General Factors

Specific Cause

Reference

Management (mgmt) Skills

Accounting Knowledge

Poor data/ Information

Sales

Product

Internal (Environ) Factors

Operational Skills

· Needs improved mgmt skills

· Lack mgmt expertise

· Relationship between planning & SBF

· Inferior mgmt practices

· 90% failures are mgmt related per SBA

· No training in key areas (gave list of 10 areas)

· Lack of – impairs the new business

· Owner-manager does not adhere to the “rules” and expectations of classical mgmt theory

· Unbalanced experience

· Poor mgmt process in SB is unique – not like processes found in larger orgs- limted resources. SB does not predict -they react

· Mgmt process in SB is unique. Bears little to no resemblance to mgmt process found in larger orgs – limited resources. SB does not predict -the react

· Lack of mgmt. & internal controls

· Reliability & accuracy of accounting info

· Garbage in/garbage out

· Need written planning documents

· Lack of recordkeeping and therefore inability to access info for decision making

· No ability to recognize a position of crisis (metrics)

· Lack of monthly sales/revenues

· Do not have sales budget/plan

· Inferior Product characteristics

· Products not sufficiently prepared

· Internal vs External Factors are the cause

· Positively assoc w sustainability

· Most significant area of training required

· Failed companies show non-existence of terms

· Inertia of the decision-making process can lead to missed opportunities

· There are discrepancies to identifying factors that lead to SBF

Bornstein, 2007

Bornstein, 2007

Perry, 2010

Knotts, Jones, Udell, 2003

Knotts, Jones, Udell, 2003

Yallagrada, Bhuiyan, 2010

Urban, Naidoo, 2012 (S Africa)

Beaver, Jennings, 2005

Bornstein, 2007

Beaver, Jennings, 2005

Beavers, Jennings, 2005

Purves, Niblock, 2016 (Austral)

Purves, Niblock, 2016 (Austral)

Bornstein, 2007

Perry, 2001

Knotts, Jones, Udell, 2003

Purves, Niblock, Sloan, 2016

Gerhardt, Hazen, Lewis, 2014

Gerhardt, Hazen, Lewis, 2014

Knotts, Jones, Udell, 2003

Knotts, Jones, Udell, 2003

Rolleri, Nadam, Lussier, 2016

Rolleri, Nadam, Lussier, 2016

Urban, Naidoo, 2015 (S Africa)

Urban, Nadooo, 2012 (S Africa)

Purves, Niblock, Sloan, 2016

Rolleri, Nadam, Lussier, 2016

TABLE 3: Intervention to Minimize Small Business Failure

Category

Intervention

Reference

Knowledge/Understanding

Financial Literacy Training

Predicting Failure

Resources spending on SB

Strategic Partners

Plan for Success

Enhanced Skills

· Practical Accounting & Analytical Tools

· Financial Stmt Analysis/Ratios (blood test)

· Enhance existing training programs

· Banks are starting programs to assist SB

· Useful info to predict SBF

· Financial stmt analysis can detect SBF trends within critical first 5 years

· Be proactive in evaluating health of SB-mgmt audits, gap analysis, check-ups

· Vast amounts are spent on SB – useful?

· Need to measure before & after to know of effect of spending on viability of SB

· Need to find ways to insure viability

· Member of CoC, webinars, compliance, CPA, Lawyers, Coaching

· Multiplicity of skills seldom found in one individual

· SB owner’s product should be the business itself – not what they produce (line vs support activities)

· Support Activities yield decision making

· Ounce of prevention = pound of cure

· Financing, Human Resources, Ops, Marketing/Sales, Customer Service, Info Mgmt, Admin

Bornstein, 2007

Bornstein, 2007

Bornstein, 2007

Bornstein, 2007

Bornstein, 2007

Bornstein, 2007

Rolleri, Nadim, Lussier, 2016

Rolleri, Nadim, Lussier, 2016

Rolleri, Nadim, Lussier, 2016

Rolleri, Nadim, Lussier, 2016

Atamian, VanZante, 2010

Rolleri, Nadim, Lussier, 2016

Purves, Niblock, 2016

Atamian, VanZante, 2010

Atamian, VanZante, 2010

Atamian, VanZante, 2010

Atamian, VanZante, 2010

Yallapragada, Bhuiam, 2011

Analysis (Gaps): What patterns do you see in your literature review? What gaps or opportunities do you see (i.e., what is MISSING from your literature review)? Note that gaps may NOT be explicitly mentioned in the literature; you may use your intuition and experience to identify what is not there. Based on this analysis, do your RQs still seem appropriate? If not, modify the RQs accordingly.

While there is some research on small business failure, there is practically no research on microbusiness failure. Microbusinesses are a unique subset of small businesses with less than 5 employees (some research indicate 9 employees or less), while small businesses may have up to 500 employees. Microbusinesses are often family owned businesses where employees are typically family members, often working without compensation.

The literature review reveals that small businesses have a high failure rate. There seem to some general underlying causes for these failures, as listed in Table 2, though there is also little discussion on which of these factors are the most important. While lack of access to capital is often presumed to be the primary cause of small-business failure, the literature suggests that several non-monetary factors also contribute to small business failure. Most of these non-monetary factors are in the area of management skills and acumen. Most small businesses are also unaware of resources available to them that can help their business succeed and grow. Proper utilization of available resources and addressing non-monetary factors may help mitigate many small business failures.

I found only five articles that addressed potential interventions to minimize small business failure. Most of these interventions targeted managerial skills development and building networks of relationships. Given the importance of interventions and the dearth of research in this area, identifying and testing potential interventions seem like a particularly promising area of work.

Based on the literature review, I find that microbusiness failure is an important yet unaddressed area of research. Following a review of the small business literature, some of the factors that drive small business failure may also apply to microbusinesses, while microbusiness may also have unique factors of their own worth investigation that are not reflected in the small business literature. My research will attempt to (1) extend our understanding of small business failures to understand microbusiness failures, and (2) uncover microbusiness-specific factors that lead to microbusiness failure, and (3) identify intervention mechanisms that can minimize microbusiness failure.