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003			ZW-GwMSU
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008			240808b |||||||| |||| 00| 0 eng d
040			_aMSU _bEnglish _cMSU _erda
050	0	0	_aHD2341.167
100	1		_aGhobadian, Abby _eauthor
245	1	4	_aThe impact of ownership on small firm behaviour and performance/ _ccreated by Abby Ghobadian and Nicholas O'Regan
264	1		_aLondon : _bSage, _c2006.
336			_2rdacontent _atext _btxt
337			_2rdamedia _aunmediated _bn
338			_2rdacarrier _avolume _bnc
440			_aInternational small business journal _vVolume 24, number 6
520	3		_aThe impact of ownership on organizational performance has attracted the interest of a large number of scholars. The empirical research predominately focuses on the impact of ownership structures on organizational performance, and to a lesser extent on the relationship between ownership type and performance. The relationship between ownership and other organizational factors has received little attention. In this article we examine the relationship between independent and subsidiary plants/operating units and leadership style, culture, emphasis on dimensions of the strategy making process, barriers to the implementation of strategy and a matrix of performance measures. Overall we found that independent firms performed better along some but not all dimensions of performance. In addition, they placed less emphasis on dimensions of the strategy making process, faced more implementation barriers, and were more likely to have a transformational style of management. We found differences along dimensions of culture, but no significant difference in cultural strength.
650			_aSMEs _vStrategy _xOwnership
700			_aO'Regan, Nicholas _eco author
856			_uhttps://doi.org/10.1177/0266242606069267
942			_2lcc _cJA
999			_c166611 _d166611