Leadership Unit VIII Essay

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Document 1 of 1 The Role of Training in Small Business Performance Author: Alasadi, Rami; Al Sabbagh, Hicham ProQuest document link Abstract: This paper aims to shed the light on the role of training in small business success and also analyze the different training areas that are considered important to business success. The authors randomly selected 300 names from the yellow pages of Damascus city in Syria however, 212 agreed to participate and met the business size criterion that limited the sample to firms with fewer than 25 employees. Their sampling strategy resulted in a response rate of 58%. Missing data resulted in a usable sample size of 174. Training was perceived positively by owner/managers and a positive statistically significant relationship was established between training in marketing and new venture start-up and small business performance. The results help training providers to increase the quality of the materials given by tailoring their courses in the way that meets the needs of business students, existing or potential entrepreneurs. Full text: Headnote Executive Summary This paper aims to shed the light on the role of training in small business success and also analyze the different training areas that are considered important to business success. We randomly selected 300 names from the yellow pages of Damascus city in Syria however, 212 agreed to participate and met the business size criterion that limited the sample to firms with fewer than 25 employees. Our sampling strategy resulted in a response rate of 58%. Missing data resulted in a usable sample size of 174. Training was perceived positively by owner/managers and a positive statistically significant relationship was established between training in marketing and new venture start-up and small business performance.The results help training providers to increase the quality of the materials given by tailoring their courses in the way that meets the needs of business students, existing or potential entrepreneurs. Introduction Developing management skills are considered means of improving the competitiveness of businesses and the economy as a whole. Although human resource development literature has tended to focus on larger enterprises in order to develop an understanding of skills development, there is a growing awareness of the requirements of small businesses (Fuller-Love, 2006). Flo we ver, it has been acknowledged that creating a healthy small business sector is crucial to every competitive economy (Panagiotakopoulos, 2011; and Mohammed, 2012). Despite the well documents contribution of small businesses to the economy in terms of employment generation, business growth is concentrated in just a few smaller firms; many SMEs fail in the first year of operation. (Ganguly, 1985). Some authors argue that for small businesses to grow successfully owners need to develop new skills (Stanworth et ah, 1992). In fast growing small businesses the management team will be constantly developing and the skills needed will change (Wynarczyk et ah, 1993). This means that management development and training may become more important as the business grows. Given the practical knowledge and skills owner/managers need, it is believed that they can follow two routes to improve their managerial skills. The first route is consultancy and the second route is training, which in their different ways give managers access to a wider expertise. This paper aims to shed the light on the role of training in small business success and also analyse the different training areas that are considered important to business success. Additionally, this paper will discuss the attitude of small business owners towards training. This manuscript starts by introducing some concepts about management training, small business performance, and the barriers to training. Then proceeds by describing the data collection method adopted in this study and the methodology for data analysis. Then concludes with a detailed discussion of the analyses and provides

recommendations for small business owners. Literature Review Management training needs in small firm sector It would be appropriate at this stage not to confuse training with education or development in general because the above three terms differ from each other. Management education is a relatively long period of study and generally applied to both longer-lasting and longer-term activities than 'management training. Training was, generally, defined as behaviour modification through increasing specific job knowledge and useful skills in order to perform the work more effectively (Cowling and Mailer, 1990; Armstrong, 1996; and Wexley and Latham, 1991). Part of the problem in encouraging managers in smaller businesses to improve their managerial skills is related to the image portrayed by the training providers, who may be seen as inaccessible to smaller firms and largely irrelevant to their needs due to the misdiagnosis of their training needs. This is a problem of tailoring courses to meet the needs of particular segment of these firms, of recognising their exceptional transitional problems, and of promoting the benefits of managerial training in respect of business success. It is necessary, th erefore, to assist the smaller firm to assess its management training needs, and to direct the content and delivery of training to their specific needs. Training for the small business cluster of the market is particularly difficult to design, mainly because management is severely stretched and unable to spare the time of senior staff. In addition, since they are often owner/managers, acutely aware of the value of their time, they are reluctant to consider management training. The issue that needs to be emphasised is that this process will help owners to think about all- aspects of their business in an effective way, and to help them identify areas where they can benefit from outside expertise. As most of people, in general, start their own business due to previous experience in a particular business field, they are very well equipped to cope with the technical side of their business; what they lack is some skills or knowledge to look at the business from a strategic perspective. However, once again, it must be recognised that smaller firms may find it difficult to spare the time on one hand, and the costs of management training on the other hand (Advisory Council on Science and Technology, 1990). The tendency to engage in training clearly varies between industries (Marshall and Alderman, 1992; and Baker and Elias, 1992) and even within sectors it is likely that the needs and pressures for management training and development will vary according to the particular business conditions faced by the firm (Hendry et al, 1991) The link between management training and business performance Although there as widespread recognition that effective management was a key to economic growth only a small proportion of managers had received any management training (Constable and McCormick, 1987). It is argued that not only do SMEs themselves pay less attention to training, but the issue of the role of training on the performance of small firms has not been studied sufficiently as compared with other issues in management (Pettigrew et al, 1990). Several researchers did not consider training a cmcial factor that may affect the performance of the firm. The reason for that was the lack of the empirical evidence that linked training and performance. A considerable effort has, in fact, been made to indicate that very few studies in this area, whether qualitative or quantitative, can demonstrate in any robust fashion that investment in training and development initiatives will directly lead to improved business performance (Westhead and Storey, 1996). It is noteworthy that this has serious implications for continued investment in agency support and delivery whilst questioning the validity of existing training interventions (Patton et al.2000).Several authors have already investigated the relationship between training and small business performance. The results of some of these previous studies can be summarized into four different categories as follows: 1. No relationship between training and performance (Storey and Westhead, 1994; and Wynarczyk et al., 1993). 2. Weak relationship between training and performance (Storey and Westhead, 1996 &1997; Winterton and

Winterton, 1996; and Cosh et al, 1998). 3. Positive relationship between training and performance (Keep and Mayhew, 1997; Cannon, 1997; Breyan, 2006; and Eikebrokk and Olsen, 2009). 4. Training is linked to factors closely associated to performance (Birley and Westhead, 1990; Johnson and Gubbins, 1992; and Variyam and Kraybill, 1993). Barriers to management training There are two general factors that provide the major barriers to management development in small businesses: time and cost (Fuller-Love, 2006). Small business owners, generally, tend to regard management training as operating expenses and raise the question of the payback on training. Small business owners, generally, do not consider training as an investment and they are more skeptical about the benefits of training. Even for those who do consider training as an important power for change and having a potential to impact on their business performance, they may find it difficult to determine and select the appropriate type of training and development they need. In addition, there are several reasons for the lack of openness to management training and development. Authors like Stanworth and Gray (1992) and Vickerstaff(1991) stated that it is noticeable that smaller firms in particular are reluctant to engage with training initiatives regardless of the incentives offered. Westhead and Storey, (1997) and Marlow (1998) indicated that there are some critical issues which act as barriers to small firms engaging with training, namely organizational constraints such as a lack of time or finance, or ignorance of benefits of available schemes. It is cmcial to know that one of the reasons many firms are so reluctant to train is that its impact on the firm is difficult to identify, and only feeds through to firm performance in the long-term. Small firms, generally, lack the strategic vision and therefore prefer short-term projects rather than long-time projects (Marshall et al" 1995). Monk (2000) stated that SMEs face the following issues in successfully acquiring, maintaining and applying business skills: 1. a lack of clear approach to the definition of business skills; 2. a lack of knowledge of skills required to prosper, 3. a lack of awareness for particular needs for business skills; 4. the misdiagnosis of needs or problem areas; 5. a lack of critical information about the performance impacts of investment in business skills development; 6. a lack of awareness of sources of information on skills; 7. limited time for training, 8. limited financial resources to hire professional advisors/mentors; and 9. a lack of a continuous learning philosophy. Atiyyah(1993) explained why some Arab managers in particular may resist participation in training, which may be for a variety of reasons. Managers who acquired their skills from long experience on the job may still believe that this is the best way for preparing future managers. Others may have doubts about the effectiveness of management development Institutes; they believe that these institutes may succeed in teaching managers how to apply management principles and know-how regarding supervision, organisational structure, planning and control but they cannot turn incompetent managers into leaders. These problems cannot be solved unless the financial and manpower resources of the institutes are significantly increased and attitudes toward training become more appreciative and supportive. In his study in Jordan, Al-Faleh (1987) stated the Arab culture has certain distinctive characteristics that dominate managerial thinking and behaviour. Additionally, the effectiveness of development programmes for managers that attempt to transfer Western management techniques are questioned. The analysis indicated that the capacity of management education and training programmes have never reached a size commensurate with the country's real needs. Methodology We randomly selected 300 names from the yellow pages of Damascus city in Syria. We telephoned each firm in

the sample and asked the owner to participate in the research; 212 agreed to do so and also met the business size criterion that limited the sample to firms with fewer than 25 employees. Our sampling strategy resulted in a response rate of 58%. Missing data resulted in a usable sample size of 174. The first section of the questionnaire was designed to elicit demographic data. Participants were asked to indicate how well their businesses did over the last three years as whether it was declining or growing. The last section was designed to elicit data on training in several business areas and their attitudes towards future training if offered. In this study, we used sales as an indicator of business performance and performed difference of means tests to determine if the mean scores differed based on the respondents' age, gender, education, and the kind of training he/she received. Six training areas were tested for the difference of means (new venture start-up, bookkeeping, marketing, cash management, personnel management, and computer) because it is important to determine which kind of training produced the greatest business performance as this helps to analyze training effectiveness (Tesone, 2008). Results and Discussion This section describes the demographic characteristics of the sample. Ninety two percent of the respondents were men and 8 % were women. The majority of the respondents (66.7%) were between the age of 21 and 40 and 33.3% were more than 40. The highest education level for most (53.6%) respondents was a university degree. The second highest percentage (35.75) was for those with high school educationand only 12% had less than a secondary school education. The majority of the respondents (63%) employed less than 10 employees and 37% employed between 10 and 25 employees. The results in table 1 appendix 1 show that the majority of small business owners were trained (83.3%) prior to starting up their own business. The importance of training seems to be perceived positively by small business owners this is believed to have a positive effect on their attitudes towards future training initiatives. More specifically, 40% of respondents had training in computer skills, around 30% took training in marketing, 26% in bookkeeping, 7.4% in personnel management and another 7.4% of small business owners had training in new venture startup. The results of difference of means test in table 2 appendix 1 show that there were no statistically significant difference in means scores between male and female owners although the male owners had a mean score of 3.71 on the variable that measure business performance in sales, and female owners had a mean score of 3. The role of education in small business performance was not proved to be statistically significant and respondents with different educational background had the same mean score which was 3.66. There was a statistically significant difference in mean scores between younger owners and older owners in relation to business performance in sales. Younger owners (21-40) had a mean score of 3.87 and older owners (>40) had a mean score of 3.25. According to this result it is believed that long experience is not a pre-requisite for better business performance, but a minimum level of experience will contribute in improving business performance. Motivation to work hard is also negatively related to age. As the owner/manager accumulates wealth, this wealth provides an income and this reduces the need for income generated from work. The older the owner/manager the greater the incentive to live off earlier investment rather than invest additional time and resource in the hope of a future pay-off. Another factor that is related to motivation is physical energy, which generally reduces with age. This means that young and middle aged owner/managers are more likely to make changes in business and bring new ideas to improve the way the business is conducted.There was a statistically significant difference in mean scores between smaller businesses (<10 employees) and bigger businesses (10-25 employees) in relation to business performance in sales. Smaller businesses had a mean score of 4.06 and bigger businesses had a mean score of 3.1. Barkham et al. (1996) stated that small enterprises achieve higher growth than big enterprises because they may be more flexible as it is easy for firms with a small number of employees and one chief decision-maker to manage effectively the business internally and react to changes in the market and exploit new opportunities. As firms grow in size, more managers need to be drawn in and more departments need to e created. This increases the

complexity of organizational structure and requires an advanced integration and coordination mechanisms. Smaller firms may avoid the disadvantage of having competing interests of workers, managers and shareholders that is usually found in larger firms and therefore there is more freedom in small businesses to pursue different activities with minimum conflict. The results of comparing the difference of means test show that there was a statistically significant difference in mean scores between owners who had training and those who did not. Trained owners had a mean score of 3.86 compared with 3.35 for those owners with no training. Peacock (2000) explained the importance of training as one of the alternatives that help to improve small business management efficiency. The most adverse result of a lack of management skills was failure, but inexperience and incompetence in management created problems and sub-optimal performance for surviving small businesses. However, it should be noted thatthe absence of training does not necessarily mean that the firm will not perform well in the market place. The firm could survive without appropriate training, but its growth potential may be restricted (Bosworth and Jacobs, 1989).Since training in general was found to be positively related to small business performance it is important to discuss further the kind of training that is related to business performance. The results of comparing the difference of means test show that out of the six training areas listed in the survey, only two of them were related to business performance. There was a statistically significant difference in mean scores between owners who had training in new venture start-up and those who did not. The mean score of 4.5 proves that owners who had training in new venture start-up performed better than owners who did not where they had a mean score of 3.6. Starting up a new business may not be difficult, but starting correctly is very important for future success. Williams (1986) stated that when there is a great amount of preparation or consultation with knowledgeable people and other important sources of information that ensure safe start up the chances of success are better. This was also supported by several authors emphasising that the development of training programs that address the business start-up process and specific goals of the individual can increase the likelihood of a new venture being successful (Gatewood, Shaver and Gartner, 1995).The other kind of training that was significantly related to business performance based on the difference of means test was training in marketing. Academics and managers have stmggled for many years to understand the role of marketing in explaining business performance differences between firms which indicates that marketing plays an important role in improving business performance (Morgan, 2012). The mean score of owner/managers who had training in marketing was 4.14 whereas the mean score of the other group was 3.5 indicating that training in marketing in particular plays an important role in improving business performance. If a firm does not market effectively, it will not get customers, it will not sell products or services and it will not be successful (Foley and Green, 1989).An interesting finding of this research is that the majority of trained owner/managers were more educated than untrained owner/managers. It has also been mentioned previously under the education section that education may play an important role through its indirect influence on business performance. This indicates that education has indirect impact on business performance; it certainly helps owner/managers to be more open to new practices such as training. This is consistent with Stanworth and Gray (1992) who stated that small business owners, who are attracted to management or enterprise training, tend to have a higher regard for qualifications, and enjoy higher survival and growth rates than most other small firms. With regards to the attitude of owner/managers towards future training, 58% of respondents would like to join training courses if offered. However, owner/managers who stated that they would not join any training course had different reasons. Around 17% of respondents stated that they did not have enough time to become involved in any training programme and 13% of respondents mentioned that training courses were too expensive to join. Four per centattributed their opinion concerning training courses to the lack of trust of the training provider and the content of courses. The remaining respondents (8%) stated that they did not feel the need for any managerial training. Although some owner/managers gave different reasons for not joining training programs if offered in the future, there is a positive perception of the importance of training to small business performance. Respondents were also asked about their preferred method of training. The results show that

42%prefer workshops, 11.5% lectures, 3.8% seminar technique, and 7.7% case study methods. The rest of respondents prefer a combination of all these methods because it satisfies both the theoretical needs for those who lack the theoretical knowledge of business life and for those who lack the necessary practical skills to manage the business in more effective way. Conclusion Entrepreneurs come with initiative, innovative qualities and technical expertise in a particular field of the business and then start up their own business. When they are qualified in management skills, they often spread their attention and efforts over many areas in the firm. This may affect their ability to perform adequately all the managerial functions necessary to maximise the business performance. When the business expands, the importance of upgrading their skills increases because the owner may not be able to handle all the new increased managerial demands with their current competencies.lt is important for small business owners to realize that investment in management training and development can help small firms to make the organisational changes necessary to expand and grow. Despite the lack of research that found a direct link between training and small business performance, the results of this study clearly indicate that trained owners outperformed untrained owners. References References Advisory Council on Science and Technology ( 1990) The Enterprise Challenge: Overcoming Barriers to Growth in Small Firms, pp. 60-64. Al-Faleh M. (1987), "Cultural Influences on Arab Management Development: A Case Study of Jordan", The Journal Management Development, Bradford, Vol. 6 No. 3. Alkali, Mohammed A. (2012), An Empirical Study of Entrepreneurs Educational Level and the Performance of Small Business Manufacturing Enterprises in Bauchi State, Nigeria,Interdisciplinary Journal of Contemporary Research In Business, Vol. 4 No. 6, pp. 914-923. Armstrong M. (1996) Handbook of Personnel Management Techniques, London: Kogan Page. Atiyyah, H.S. (1993), "Management Development in Arab Countries: The Challenges of. The Journal of Management Development, Vol. 12 No.l, pp. 3. Baker, M., and Elias, P. (1992) Recent Developments in Vocational Education and Training in the UK. In Townroe, P, and Martin, R. (eds.), Regional Development in the 1990s; the British Isles in Transition, London: Jessica Kingsley Publishers. Barkham R. Gudgin G. Hart M. and Hanvey E. (1996) The Determinants of Small Firm Growth: An Inter- Regional Study in the United Kingdom 1986-1990 University of Cambridge, UK. Birley, S., and Westhead, P. (1990), "Growth and Performance Contrasts Between Types of Small Firms", Strategic Management journal. Vol. 11, 535-557. Bosworth D. and Jacobs C. (1989) Management Attitudes, Behaviour, and Abilities as Barriers to Growth, Barriers to Growth in Small Firms, Great Britain edited by Barber J. Metcalfe S. and Poteous M.. Bryan, J. (2006), "Training and Performance in Small Firms", International Small Business Journal, Vol. 24 No. 6, pp. 635-660. Cannon, T. (1997) Management Development and Business Performance: What Do We Know and What Do We Need to Know? Appendix to Managing the Solution, Management Charter Initiative, London. CONSTABLE, J. and McCORMICK, R. (1987) The Making of British Managers, A Report from the BIM and CBI into Management Training, Education and Development. Northants: British Institute of Management. Cosh, A., Duncan, J., and Hughes, A. (1998) Investment in Training and Small Firm Growth and Survival: An Empirical Analysis for the UK, 1987-95, DfEE Publications Research Report No. 36. Cowling, A. and Mailer, C. (1990) Managing Human Resources (2nded) Edward Arnold. Eikebrokk, T. R.and ;01sen, D. H. (2009), "Training, Competence, and Business Performance: Evidence from

E-business in European Small and Medium-Sized Enterprises", International Journal of E-Business Research, Vol. 5, No. 1, pp.92-116, Foley P. and Green H. (1989) Small Business Success, London, Small Business Research Trust. Fuller-Love N. (2006) Management Development in Small Firms, International Journal of Management Reviews, Vol. 8, No. 3, pp. 175-190. Ganguly, P. (1985) UK Small Business Statistics and International comparisons, London: Paul Chapman Publishing. Gatewood, E., Shaver, K. &Gartner, W. (1995), "A longitudinal Study of Cognitive Factors Influencing Start-up Behaviors and Success at Venture Creation", Journal of Business Venturing, Vol. 10, pp. 371-391. Hendry, C., Jones, A., Arthur, M., and Pettigrew, A. M. (1991) Human Resource Development in Small to Medium-sized Enterprises, Department of Employment Research Paper, No. 88, Sheffield. Johnson, S., and Gubbins, A. (1992) Training in Small and Medium-sized Enterprises: Lessons from North Yorkshire. In Caley, KI, Chell, E., Chittendon, E, and Mason, C. (eds.), Small Enterprise Development: Policy and Practice in Action, Paul Chapman Publishing. Keep, E., and Mayhew, K. (1997) Vocational and Educational Training and Economic Performance, ESRC Seminar Presentation Paper, Cranfield University. Marlow, S. (1998), "So Much Opportunity - So Little Take-up: The Case of Training in Small Firms", Small Business and Enterprise Development, Vol. 5 No. 1, pp. 38-47. Marshall N., Alderman N., Wong C. and Thwaites A (1995), "The Impact of Management Training and Development on Small and Medium-Sized Enterprises", International Small Business Journal, Vol. 13 No. 4, pp.73. Marshall, J. N., and Alderman, N. (1992), 'Training and Manpower Development in North East Business', Labour Market Review North East, Summer, pp20-23. Monk R. (2000), "Why Small Business Fail", CMA Management, Vol. 74 No. 6, pp. 12-13. Moran, R (1998), "Personality Characteristics and Growth Orientation of the Small Business Owner-manager", International Small Business Journal, Vol. 16 No. 3. Morgan N. (2012), "Marketing and business performance", Journal of the Academy of Marketing Science, Vol. 40. No.l. pp. 102-119. Panagiotakopoulos A. (2011), "Barriers to employee training and learning in small and medium-sized enterprises (SMEs)", Development and Learning in Organizations, Vol. 25 No. 3,pp. 15-18. Patton D., Marlow S. and Hannon P. (2000), "The relationship between training and small firm performance; frameworks and lost quests", International Small Business Journal, Vol. 19 No. 1 pp.11-27. Peacock R. (2000) Failure and Assistance of Small Firm, http://www.sbeducation.info/downloads/sbfail.pdf. Pettigrew, A., A-Arthur, M., and Hendry, C. (1991) Training and HRM in Small to Medium-sized Enterprises: A Critical Review of the Literature and a Model for Future Research, Sheffield: Training Agency. Sengaloun I. and Yoshi T. (2010), "The Effect of Firm Resources on Business Performance of Male- and Female-Headed Firms in the Case of Lao Micro-, Small-, and Medium-Sized Enterprises (MSMEs)", International Journal of Business and Information, Vol. 5 No. 1, pp. 63-90. Stanworth J. and Gray C. (1992) "Entrepreneurship and education: Action-based research with training policy implications in Britain", International Small Business Journal, Vol. 10 No.2, P 11. Stanworth J. and Gray C. (1992), "Entrepreneurship and education: Action-based research with training policy implications in Britain", International Small Business Journal, Vol. 10 No.2, pp. 11. Tesone D. (2008), "A Collaborative Management Training Intervention: A Pilot Study for Small to Medium Enterprises", Journal of Applied Management and Entrepreneurship, Vol 13 No. 2, pp. 3-13. Variyam, J. N., and Kraybill, D. S. (1993), "Small Firms' Choice of Business Strategies", Southern Economic Journal, Vol. 60 No.l, pp. 136-146.

Vickerstaff S. (1991), "The management of training in the smaller firm" Target Management Development Review, Vol. 5 No.4, pp. 32. Westhead, P, and Storey, D. (1996), "Management Training and Small Firm Performance: Why is the Link so Weak?" International Small Business Journal, Vol. 14 No. 4, pp. 25. Westhead, P, and Storey, D. (1997b), Training Provision and the Development of Small and Mediumsized Enterprises, WEE Publications. Wexley, K.N. and Latham, G.P (1991) Developing and Training Human Resources in Organisation(2nd). Williams, A. J. (1986) A Longitudinal analysis of the Characteristics and Performance of Small business in Australia", in K.M. Renfrew and R. D. back (eds.), Conference Series no. 14 (Newcastle: University of Newcastle), pp. 201 - 258. Winterton, J. and Winterton, R. (1996) The Business Benefits of Competence based Management Development', Research Studies (RSI6), WEE: London. Wynarczyk, R, Watson, R., Storey, D., Short, H., and Keasey, K. (1993) Managerial Labour Markets in Small and Medium-sized Enterprises, London: Routledge. Wynarczyk, R, Watson, R., Storey, D., Short, H., and Keasey, K. (1993) Managerial Labour Markets in Small and Medium-sized Enterprises, London: Routledge. AuthorAffiliation First Author: Rami Alasadi Department: MBA University/Institution: Carleton University, Sprott School of Business. Town/City: Ottawa Country: Canada Second Author: Hicham Al Sabbagh Faculty of Law, Economics and Business Lecturer at Martin Luther University-Flalle-Wittenberg Town/City: Flalle Country: Germany Appendix (ProQuest: Appendix omitted.) Subject: Studies; Training; Small business; Entrepreneurs; Performance evaluation; Location: Damascus Syria Classification: 9130: Experiment/theoretical treatment; 6200: Training & development; 9520: Small business; 9178: Middle East Publication title: International Journal of Information, Business and Management Volume: 7 Issue: 1 Pages: 293-311 Number of pages: 19

Publication year: 2015 Publication date: Feb 2015 Publisher: Educational Research Multimedia & Publications Place of publication: Chung-Li Country of publication: India Publication subject: Business And Economics ISSN: 20769202 Source type: Scholarly Journals Language of publication: English Document type: Feature Document feature: References ProQuest document ID: 1626374052 Document URL: http://search.proquest.com/docview/1626374052?accountid=33337 Copyright: Copyright Educational Research Multimedia & Publications Feb 2015 Last updated: 2014-11-20 Database: ABI/INFORM Complete

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Alasadi, R., & Sabbagh, H. A. (2015). The role of training in small business performance. International Journal of Information, Business and Management, 7(1), 293-311. Retrieved from http://search.proquest.com/docview/1626374052?accountid=33337

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