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The paper is a proof of concept (PoC) intervention study aimed for developing performance management (PM) practices in manufacturing small and medium-sized enterprises (SMEs) with the longer-term aim enabling the SMEs to improve their productivity. The intervention was designed and deployed by a collaborative quartet of academics, management consultants, accountancy firm and a commercial bank manager.

The paper firstly musters a set of initialising PM practices aligned to productivity improvement. These are utilised to design a knowledge transfer intervention for deployment with a set of manufacturing SMEs incorporating some associated productivity tools. The evaluation of the intervention utilised a case study approach founded on a logic model of the intervention to assess the development of the PM practices.

The intervention contributed to a partial development of the mustered practices and the productivity diagnostic based on the multi-factor productivity (MFP) abstraction and a data extraction protocol had the strongest impact. The study revealed the importance of the three interlaced factors: Depth of engagement, feedback opportunities and the intervention gradient (the increase of independent action from the participating SME's and the diminishment of the external intervention effort).

The case study is based on a limited number of individual SME's, and within just the manufacturing sector.

SME businesses will require a more sustained programme of interventions than this pilot to develop PM capability, and depth of engagement within the SME is critical. Professional stakeholders can be utilised in recruitment of firms for intervention programmes. Business can start developing PM capability prior to PMS implementation using the tools from this programme.

The productivity diagnostic tool, based on a synthesis of MFP and the performance pyramid, an array of potential initialising practices for PM capability and discovery of potential mechanisms for PM practice development.

The purpose of this paper is to explore who small and medium-sized enterprise (SME) owner–managers consider as key stakeholders for their business for helping increase productivity and the nature of the stakeholders' impact.

The study uses the Lego Serious Play methodology and narrative analysis in a focus group setting.

The analysis revealed a narrow depth of field of productivity stakeholders and identified critical narratives, involving close stakeholders which could constrain productivity. Lack of information on current and/or future productivity states, and a social brake due to the potential impact on employees are two at the forefront of owner–manager perspectives. The study also identified the importance of internal and external champions to improve productivity and re-enforced the significance of skills gaps, the role of Further Education providers and other infrastructure assets.

The purposiveness sample of the single focus group setting results in a lack of generalizability, but provides potential for replication and transposability based on the generic type of stakeholders discussed. The work highlights the potential to further enhance the constituent attributes of stakeholder salience.

There is a potential for different network agents to increase their collaboration to create a more coherent narrative for individual productivity investment opportunities and for policy makers to consider how to leverage this.

The findings suggest that the implications of deskilling and job loss are major factors to be considered in the policy discourse. SMEs are less likely to pursue productivity improvements in a low growth setting because of their local social implications.

The study is innovative in using Lego to elucidate narratives in relation to both stakeholder identification and their contributions to productivity improvement impact in a UK SME context. The study introduces an innovative stakeholder orbital map and further develops the stakeholder salience concept; both useful for the future conceptual and empirical work.

This paper draws on a telephone survey of 116 independent SMEs to explore the impact of a variety of training interventions on human resource (HR) practices and business performance in Great Britain. The paper investigates the extent to which targeting such interventions on the managers of SMEs affects the impact and the likelihood of changes in HR practices but finds no statistically significant relationship. The research findings suggest that whilst training interventions have positively contributed to the establishment of HR practices and are perceived by SME managers to have met the needs of the organisation, their impact on a range of business performance indicators is fairly modest. Furthermore the research identifies the propensity of SMEs who are currently engaged in training to become involved in these interventions whilst the majority of SMEs who are not engaged in external training activities remain untouched by the policy intervention.

Policy documents stress the importance of learning and knowledge to the competitiveness of the economy. The documents draw attention to the positive impact on economic performance although the link between management training and small firm performance remains empirically contested. Many outside agencies, and particularly those which are publicly funded, face significant difficulties in bringing new learning to smaller organisations. In particular, generalised notions, recipes and tool‐kits of techniques for how small business managers should be developed can easily be dismissed as irrelevant by the small business managers themselves. This would suggest a methodological gap which highlights the failure of many interventionist frameworks. Argues that this gap can be bridged by taking a social constructionist view to supporting small business managers and the development of their organisations. Provides an introduction to the key ideas of social constructionism and their relevance to understanding the support process underpinning the development of managers in smaller businesses. Concludes with a discussion of the implications of social constructionism for those involved in researching, evaluating and developing services to support management development in small business organisations.

This paper aims to explore the concept of resilience set within a family business context and considers how familiness and the nature of noneconomic factors, such as relationship dynamics influence performance. This paper provides new insights into the nature and impact of familiness as a mediating device, uncovering the potential for reframing resilience theory and practice.

The paper draws on a review of the extant literature in the areas of resilience and familiness as a means of developing a deeper understanding of the social-ecological system of the family firm.

The study reveals family business as a complex interrelationship between complimentary social-ecological systems. It highlights the complexity of family business and the challenges of the relational nature of familiness and how this presents additional layers of complexity in the decision making process and implementation.

The paper draws on literature that is dominated by western culture and may partially or not at all reflect the issues associated with organisational resilience in family firms with such backgrounds and their culturally bound social-ecological systems.

The paper seeks to fill a knowledge gap by exploring the key elements of organisational resilience in the context of familiness. The work calls for further research into the nature of familiness connections mediating the nature of family relational dynamics. It further provides a framework indicating how these elements can shape and subvert day-to-day management events, raising implications for theory and practice and calls for deeper empirical research to be undertaken.

This article proposes the development of a conceptual model to help understand the nature of management learning in the micro business context and to inform research and policy discourse.

The model is developed on the basis of a literature search and review of academic and grey literature.

The model highlights the unique nature of the micro business learning environment. Meeting the diverse interests of micro business managers is a major challenge for agencies seeking to promote and deliver management and leadership skills. An intervention approach founded upon the relationship between the micro business manager and the intervention agency is crucial to the successful design and delivery of relevant services.

The research identified a lack of literature associated with learning in the micro business context. The model should therefore be considered as partial, to be tested in practice and subject to revision as new understanding unfolds.

The conceptual model suggests that the foundation of successful intervention should be the interests of the managers themselves. Closer relationships between a flexible supply‐side and the micro business manager provide the foundation to improve the relevance of these interventions in the micro business context and to encourage access to learning opportunities amongst the employed workforce.

The research subject and the development of a unique conceptual model may be of use to researchers, practitioners, and policy makers.

Workforce development is becoming a higher priority for government, both as a means of addressing social exclusion and raising competitiveness. However there is limited evidence of the contribution of training to the success of individual firms and even less evidence of the impact of such training activity on small to medium‐sized enterprise (SME) employees. This paper draws on a survey of 1,000 employees to investigate the impact of a training intervention on employees in SME workplaces. It explores issues associated with the equity of provision of training in the workplace and the impact of training on the employability of SME employees in the labour market. The results suggest that training interventions lead to positive outcomes for the majority of SME employees, particularly those working in organisations with relatively formalised training practices. It concludes by suggesting that there should be a greater focus on the employee dimension in research and policy regarding training in SMEs.

Reviews training benefits for the SME employee.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

The majority of employees questioned had attained a qualification following training, though this was more frequent in women than in men. Also positive was the feedback that just under 50 percent of the 1,000 employees had gone on to further training, most of this number being in the younger age bracket.

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy‐to‐digest format.

This paper examines a data set that has its origins in European Social Fund Objective 4 financed training programmes in small‐ to medium‐sized enterprises (SMEs) in Britain to examine the extent to which three different personal development outcomes are attributable to different types of skills acquired during the training process. The three outcomes in question are: whether an individual gains more confidence at the workplace; whether an individual obtains a qualification; and whether an individual quits the company at which the training took place. To the extent that it is possible to isolate one skill dimension from an inherently multi‐dimensional bundle, it is observed that some of these skill dimensions have important, if sometimes different, impacts on the likelihood that the outcome in question occurs.

A recent learning programme funded by Sheffield TEC, targeted specifically at “tough nuts”, i.e. small organisations with no history of formal training and development for those in management positions, is examined. The background to the approach based on mentoring and coaching is explained. Findings from an impact study of 20 case organisations are presented.