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The purpose of this study was to determine the determinants of financial statement fraud: the perspective of pentagon fraud theory.

This study used quantitative methods with an explanatory research design by applying secondary data on Islamic banking companies listed on the Indonesia Stock Exchange (IDX).

External pressure affects financial statement fraud, ineffective monitoring affects financial statement fraud, external auditor quality affects financial statement fraud, change in auditor affects financial statement fraud, frequent number of CEO’s picture affects financial statement fraud, external pressure affects firm size, ineffective monitoring affects firm size, external auditor quality affects firm size, change in auditor affects firm size, frequent number of CEO’s picture affects firm size, firm size affects financial statement fraud, firm size mediates the relationship between external pressure on financial statement fraud, firm size mediates the relationship between ineffective monitoring on financial statement fraud, firm size mediates the relationship between external auditor quality and financial statement fraud, firm size mediates the relationship between change in auditor and financial statement fraud, firm size mediates the relationship between frequent number of CEO’s picture and financial statement fraud.

The limitations of this research were found during the research process and can be used as input for further research and related parties in conducting the research to obtain better research results. The limitations of this study are as follows: this study only focused on Islamic banking, so it cannot be generalized to other sectors. Besides, this study only tested five independent variables, one dependent variable and one mediating variable.

For external auditors, financial statement fraud by management might be caused by many factors and is a social as well as an economic problem that must be addressed immediately. Therefore, in carrying out the duties and roles as an external auditor, they must have an attitude of independence (not taking sides) in the mental attitude that must be maintained by the auditor related to the assignment. Auditors must have sufficient technical expertise and training as auditors. In carrying out the audit, the auditor should use their professional skills in responding carefully and thoroughly. Moreover, in carrying out audit work, the auditor must have a plan, must know adequate internal control and obtain sufficiently competent audit evidence.

To the best of the authors’ knowledge, very few studies in Indonesia have applied the Beneish model. There is only one study that implemented the Beneish model, and the study examined only a few companies listed on the IDX. The findings of the present study have important implications not only for banks but also for users of financial statement accounts in Indonesia, especially for investors, auditors, regulators, taxation and other state authorities.

Extending the work of Bayou (2001), we empirically investigate the relationship between firm size and resource productivity to assess whether the productivity of resources (value in use) and their underlying value at sale (value in sale) vary with firm’s size.

We use seemingly unrelated regression of revenues and equity values on assets and employees for a large sample over a wide time period and across all industries. We compare companies that are growing, declining, or continuing in size relative to their industry.

With some variability on growth, we find that smaller companies hold more productive resources based on their capacity to generate more revenues per unit of resources (assets) relative to large companies. Further, as predicted, a firm’s workforce has productive value in use, but limited value after a firm’s sale as measured by equity values.

Collectively, our findings suggest that firm size matters in influencing resource productivity, and a workforce has productive value in use, but low value in sale.

The basic purpose of this research is to study the influence selection factors have on the effectiveness of evolutionary change methods in civil engineering companies in Slovenia.

A combination of qualitative and quantitative approaches to research work was applied. In the process of quantitative data analysis, the statistical methods of bivariant and multivariant analysis were used.

Based on the results of the research, the authors can conclude that the size of a company has no effect on any of the dimensions in selection factors. On the other hand, in seven of the 16 evolutionary change methods applied by the companies, the research results have confirmed the importance of selection factors.

In the interpretation of research findings, it should be taken into account that, at the time the research was conducted, the civil engineering industry was undergoing a period of crisis and was ranked among the least profitable industries within the Slovene economy. For this reason, a generalisation of the research findings is not appropriate.

The research findings will allow executive managements to make a more efficient selection from the many available change methods, and also to apply them with greater efficiency. As a result, efficiency and effectiveness in companies can be expected to increase, which is of crucial importance when it comes to corporate entities operating in late‐transition or post‐transition environments.

The article represents an original contribution to understanding the change method selection factors related to the size of companies, as well as their influence on the selected method of evolutionary change process.

The purpose of this paper is to contribute to the discussion on enterprise resource planning (ERP) system adoption by investigating the relationship of enterprise size to the objectives and constraints of ERP adoption.

In the paper, survey data, based on the responses of 44 companies, are analyzed, by dividing the companies into small, medium‐sized, and large enterprises; and comparing these groups, using statistical methods.

The paper finds significant differences exist between small, medium‐sized and large enterprises regarding the objectives and constraints of ERP system adoption. While small enterprises experience more knowledge constraints, large enterprises are challenged by the changes imposed by ERP adoption. Further, large and medium‐sized enterprises are more outward‐oriented in ERP adoption than small enterprises. Business development, as opposed to mere efficiency improvement, while being the most prevalent objective for ERP adoption in all the company groups, is considered especially important by medium‐sized enterprises. Finally, the findings suggest that, instead of considering small and medium‐sized enterprises as one homogeneous group of smaller enterprises, differences between these two groups of companies should be acknowledged in information system adoption.

The paper shows that the Finnish context and the sample size should be taken into consideration when generalizing the findings.

The paper points out the differences in objectives and constraints between companies of different sizes that should be acknowledged in ERP adoption.

Instead of resorting to the customary approach of considering small and medium‐sized enterprises as a homogeneous group of smaller enterprises, this study acknowledges the differences between these two groups of companies.

The purpose of this study is to underscore the impact of the family variable on performance. The authors were interested in understanding whether the differences between Family Firms (FFs) and Non-Family Firms (NFFs), on the one hand, and between large FFs and medium-sized FFs, on the other, were reflected in the performance achieved.

In this paper a sample of 80 industrial companies listed on the Italian Stock Market (FTSE MIB and STAR indexes) were considered, and mixed criteria to distinguish FFs and NFFs (Smyrnios-Romano et al., 1998) were used. The empirical method allowed the development of some research hypotheses by exploiting the Pearson correlation.

There are two main categories of FFs, which correspond to two different strategic and organizational categories, namely, the FFs listed on the large capitalized companies index (FTSE MIB) and the FFs listed on the medium-capitalized companies index (STAR). Each kind of FFs (large FFs and medium-sized FFs) has a specific effect on profitability and financial performance. Specifically, if a company is medium sized, family presence is a relevant variable in achieving better profitability and financial performance than NFFs of the same size; on the other hand, if the company expands to become a large one, the family presence is an irrelevant variable in terms of both profitability and financial leverage (debt ratio).

Limitations of the study concern the definition of the sample, as this paper focused on the industrial sector and the method adopted, as it could be integrated with some econometrical models. The implications of this paper are relevant for families and regulatory bodies because it helps them better understand the effects of governance and company size both on short- and long-term performance. Moreover, the findings of the study can influence the decision-making process of investors to identify the long-term outperformers listed on the Italian Stock Exchange.

This study contributes to the literature on FFs by defining two different categories of FFs, namely, large and medium-sized. It seems that larger companies record a weaker family influence on short-term profitability.

Small to medium enterprises (SMEs) play an important role in the economy, in terms of employment and their contribution to national wealth. A significant proportion of that contribution comes from innovation. SMEs are also the engine for future growth in the economy. Project management has a role to play in managing that innovation and growth. The purpose of this paper is to find the extent to which SMEs use projects, project management and the tools of project management, and to determine what differences there are by size of company and industry.

A questionnaire was developed to examine the extent to which small firms carry out projects, the resources they employ, the way they measure project success and the tools and techniques that they use. The questionnaire was answered by 280 companies from a range of industries and sizes.

It is found that companies of all sizes spend roughly the same proportion of turnover on projects, but the smaller the company, the smaller their projects, the less they use project management and its tools. Surprisingly, hi‐tech companies spend less on projects than lo‐tech or service companies, but have larger projects and use project management to a greater extent. They also use the gadgets of project management to a greater extent.

It is concluded that SMEs do require less‐bureaucratic versions of project management, perhaps with different tool sets than the more traditional versions designed for medium‐sized or large projects, and with different versions for medium, small and micro projects. For all firms, the important success factors are client consultation; planning, monitoring and control; and resource allocation are also identified.

The findings suggest the need for further research into the nature of those “lite” versions of project management designed for SMEs.

The authors propose that small to medium‐sized enterprises (SMEs) need simpler, more people‐focused forms of project management than traditionally used by larger organizations. The authors have undertaken this research to identify to what extent SMEs use project management and what are the key components used.

Based on the results of the two previous stages of their research the authors formulate the three propositions about the use of project management in SMEs, which they test through a web‐based questionnaire.

More than 40 per cent of the turnover of small and micro‐sized companies is undertaken as projects, and in the first two years of their lives more than 60 per cent. People in these companies multi‐task, so these projects are managed by people for whom project management is not their first discipline. At a key stage of their development, SMEs undertake many projects managed by amateurs. A simplified version of project management should have requirements definition at its core, and practices for managing the work, duration and resources used. People focused methods which seek team member commitment are preferred.

The results should aid in the development of project management approaches for use by the non‐specialist project managers in SMEs. The authors have shown that different versions of project management may be required for micro‐sized and small companies (a micro‐lite version), and for medium‐sized companies (a lite version).

Project management theoreticians need to recognise that different versions of project management are required in different circumstances.

This paper aims to investigate the relationship of software company culture and core values and project management methodologies on the demand for corporate real estate (CRE), impacting decisions regarding location, square footage, office design and amenities.

A researcher-administered survey was designed with the assistance of a purposive sample of brokers, architects and interior designers to elicit responses from the CRE officers in software companies at four stages of growth, from small, entrepreneurial startups to large, publicly traded software companies, located in the same metropolitan area of the USA. Quantitative responses are summarized with traditional statistics and data visualizations. Linguistic analysis, including sentiment analysis and keyword relevance, was performed on the unstructured, English text responses.

Differences exist in the office layouts, amenities and locations across the four software company size categories studied. Linguistic analysis of company descriptions of office design, culture and core values, and the relationship between the two, provide another way for brokers, investors and other stakeholders to understand company perspectives and communication idioms related to CRE needs. The research was unable to show any differences in any dependent variable based on software project management methodologies due to sampling limitations.

This study is limited by the sample size of the participating software companies based on access to company leadership. Results are not generalizable.

Architects, investors, brokers and lenders may find value in using this study’s approach to better understand the needs of software technology clients. Specifically, stakeholders may find value in examining the linkage from software company size, culture and core values to CRE office layout, amenities and location.

The qualitative findings suggest that software company culture and core values and company size influence the design of the CRE demanded by software companies. Multivariate data visualization was designed to communicate longitudinal CRE data. Linguistic analysis was used to extract the emotional content and relevance scores from company descriptions of office design, company culture and core values and the reported effect of culture and core values on office design. Findings may be beneficial for stakeholders involved in the design, location and future CRE investments, and they suggest the need for future research on a larger sample.

The purpose of this paper was to examine the effects of size, strategic orientation and market orientation on innovation.

A mail survey was conducted on a random sample of 60 South Yorkshire non‐high‐tech small, medium‐sized manufacturing enterprises. A hypothesised model, stating company size, strategic and market orientation affect innovation was tested using multiple linear regression analysis.

The results confirm customer orientation has a positive effect on innovation at product, process and organisational level. While it was found size and strategic orientation have an effect on process innovation. Size also has an impact on strategic orientation and strategic orientation on market orientation. Overall, medium‐sized firms are prospectors and small firms, defenders. Prospectors are customer focused while defenders are competitors and environmental/technology‐led. Process innovation is important to defenders. The findings reiterate that customers are the drivers for organisational innovation; while firms' strategic orientation determines their market orientation.

This paper addresses a gap in the literature by that showing size, strategic orientation and market orientation are interrelated and, that customer orientation has a direct impact on innovation the most.

This paper aims to investigate the relationship between the impact of COVID-19 on the performance of financial managers of medium and large companies.

This research used the data of 173 listed large and over-the-counter as medium-size companies from 2018 to 2021. The results of these tests have been analyzed using panel data and STATA 15 software.

The results showed that COVID-19 has no significant relationship with the return on equity in large and medium-size companies. This variable does not significantly affect Tobin’s Q index in medium-size companies either. Other financial indicators examined in this research have decreased considerably in all companies under the influence of COVID-19. Still, the intensity of this effect is different in large and medium-size companies. Funds from borrowings and Tobin’s Q ratios in medium-size companies compared with large companies have been more severely affected by the COVID-19 disease; the return on assets, book value to market value and large companies compared with medium-size companies have been more severely and significantly affected by COVID-19; and financing funds through the issuance of shares in large companies and medium-size companies have been affected by COVID-19 almost equally.

Despite the studies related to financial crises and their effect on the performance of companies, no research has examined the financial performance indicators during the outbreak of COVID-19 in large and small companies. Therefore, the results of this research can affect different groups: financial managers and the board of directors of companies to better understand the impact of the corona disease on the company’s performance; investors benefit from research results in line with investment decisions; developing theory and educational topics for the benefit of students and studying and conducting more experimental research in this regard; and the stock exchange organization and regulatory and support institutions need to find out the depth of the disaster and the effect of COVID-19 on the performance of companies.