Morrison, Alison J. (2003) SME management and leadership development: market reorientation. Journal of Management Development, 22 (9). pp. 796-808. ISSN 0262-1711Full text not available in this repository. (Request a copy from the Strathclyde author)
Over the last decade, research has been reported that appears to underline a mismatch between what is supplied by public sector support agencies in the form of small to medium-sized enterprise (SME) management and leadership development programmes and market needs and expectations. Thus, this paper analyses the underlying issues and progresses understanding through the use of a case study of a significant public sector support agency, along with a focus on one particular industry sector - that of tourism. Findings confirm views that historically there has been a degree of market failure, however, currently there is evidence of sound attempts to reorient from a supply-driven to a market-driven model of management development provision. Still to be fully addressed is the development of a cohesive framework that co-ordinates and facilitates management and leadership development as a lifelong learning. Thus, one of the contributions of this paper is the formulation of such a framework that could provide a reorienting model for SMEs.
|Keywords:||business support systems, leadership development, SME, enterprise, management, Commerce, Business, Management and Accounting (miscellaneous), History|
|Subjects:||Social Sciences > Commerce|
|Department:||Strathclyde Business School > Hospitality and Tourism Management|
|Depositing user:||Strathprints Administrator|
|Date Deposited:||31 Aug 2007|
|Last modified:||23 Sep 2016 02:13|