Dissertation代写案例：Business opportunities: SME

Dissertation代写范例-商机：中小企业。本篇内容是本站提供的dissertation论文代写范文，该篇dissertation主要内容是讲述以下论文证明了“将想法转化为商业机会是商业创造过程的关键要素”这一说法。小企业基本上可以定义为员工人数较少的企业。然而，定义小企业并不是那么容易。小企业的定义取决于很多事情，比如公司所在的行业和所在的国家。下面就一起来看一下这篇dissertation代写范文内容。

Small Business Company

Introduction

The following paper is a discussion which proves the statement that "Converting an idea into a business opportunity is the key element of the process of business creation". A small business can basically be defined as a business with a small number of employees. However, defining small businesses is not that easy. The definition of small business depends on many things like what industry the company is in and what country the company is located in. (Bank of England, 2004, 1-10)

In a small business there is no hierarchy or chain of command. When a large business may have set ways of operating and established procedures that are hard to change, the small business is often far more flexible. It can also reach a quick decision on whether or not it can do what is required.

Small businesses have a small number of employees, so there is not a great deal of formality associated with the development of an organizational structure. Often this lack of formality is accompanied by a high level of secrecy or just assumptions that people know what is happening and why changes are being made. The reasons that a particular organizational structure is being used are seldom communicated.

小型企业公司

介绍

以下论文证明了“将想法转化为商业机会是商业创造过程的关键要素”这一说法。小企业基本上可以定义为员工人数较少的企业。然而，定义小企业并不是那么容易。小企业的定义取决于很多事情，比如公司所在的行业和所在的国家。（英格兰银行，2004年，1-10）

在小企业中，没有等级制度或指挥链。当一家大企业可能已经制定了难以改变的运营方式和既定程序时，小企业往往会更加灵活。它还可以快速决定是否可以做所需的事情。

小企业的员工数量很少，因此组织结构的发展没有太多的正式性。通常，这种形式的缺乏伴随着高度保密，或者只是假设人们知道正在发生的事情以及为什么要做出改变。很少交流使用特定组织结构的原因。

As changes are made in the business, especially when a new employee is added, reviewing the organizational structure of the business can be helpful. Rather than hoping people will learn to fit in and get along, it is often more productive to give careful thought to the responsibilities associated with each position in the business and the relationships among these positions. No two small businesses are organized identically because managers, employees, families, and the work involved vary from one business to another. (Pakroo, 2004, 79-91)

A useful analytical framework is provided by punctuated equilibrium theory (PET), a theory that has been adapted from evolutionary biology into management theory. Researchers who use PET typically focus on three concepts: evolutionary periods, revolutionary periods, and deep structures. From a PET perspective, it can be argued that organizational development is characterized by stable periods of evolutionary change that are occasionally punctuated by periods of rapid change.

For example, an organization's IS can be seen as a form of deep structure. Managerial behaviours can alternately perpetuate or weaken existing structures. PET suggests that behavioural changes in response to punctuations cause structural changes. For example, the decision to change IS strategy and implementation in response to corporate strategy can be seen as a change in the deep structure as a response to short periods of sharp, extensive change (punctuation).

From this perspective, the decision to grow can also be thought of as a punctuation and the information system as a deep structure that may change as the management team responds to the punctuation. (Ang, 1991, 1-13)

Small business contemplating growth must be aware of the effects of transition phases on informal communication and internal transparency within the company. This research speaks clearly to the need to develop procedures to ensure that Internal Transparency does not unduly suffer and become a significant problem. One approach is to plan a transition to include more formal practices, which might include increased IS usage, to exchange cross-functional information. (Pakroo, 2004, 79-91)

Evaluation of the capabilities of the organizations IS is required. In addition to basic communication support, critical evaluations of proper managerial access and system security are important. Two overriding questions at this stage should be whether the IS is capable of capturing and providing the correct management information needed to provide internal transparency to top management in a timely manner, and are people using it? Finally, there is another awareness issue; an understanding that the communication practices of the post-transition small company will frequently change again during the next transition period.

Using internal transparency as a guide, modifications to a business's structural and organizational characteristics should require corresponding modifications to communication practices. Just as the structural and organizational characteristics that create success in one stage must change for the next, fundamental changes in communication practices must occur as well. (Bank of England, 2004, 1-10)

Theoretical Perspectives

The small business and information technology literature has seen considerable progress addressing specific adoption decisions and implementation practices. Our contribution lies in understanding the process by which a small business information system is changed in response to the organization entering a growth phase. To do this, we will integrate three research perspectives. First, an overview of the small business literature is provided.

Second, we develop and define a construct, internal transparency, which reflects the extent to which the management team understands the activities and outcomes of the organization, which is partially determined by the team's communication behaviour. Finally, small business growth models, and their framing of management team behaviours, specifically information sharing and communication behaviour, are reviewed. (Bank of England, 2004, 1-10)

Small Businesses

Defining a small business is a controversial topic. Like many authors, we have adopted a commonly used definition from the U.S. Small Business Administration: a small business is independently owned and operated and not dominant in its field of operation. For our discussion of small business, we are excluding micro businesses of less than five employees and focusing our attention on small manufacturing enterprises interested in growth.

For these businesses, an important source of competitive advantage is the ability to remain flexible and responsive to the business environment. While this adaptability is beneficial during transition periods, small businesses are more challenged than large companies by resource constraints such as access to financial capital, and technical or managerial skills, which often significantly reduce the number and type of options available to management. (ACOST, 2000, 78-90)

Small businesses are typically characterized by a flat organizational hierarchy and close proximity to co-workers, which is believed to contribute to effective communication practices, often comprised of informal channels, and typically carried out face-to-face as the need arises rather than through regularly scheduled meetings, formalized status reports, or structured briefings. These channels are considered a significant benefit of the small business environment, providing superior operational flexibility and responsiveness. These communication practices allow the small business manager to understand very well what is going on within the firm. (Birley, 1999, 107-117)

This awareness is threatened, however, during small business growth as changes in organizational structures, such as levels of organizational complexity, formalization, and centralization, break down existing ways of working. Further, as growth occurs, managerial capacity constraints imply that existing behaviours are further reduced in frequency as new behaviours are adopted to manage the growing firm. As small businesses undergo these changes, a differentiating factor between successful and unsuccessful firms is that successful firms act in "anticipation of bigness". These firms proactively lay the foundation for the bigger enterprise before growth occurs, thereby pre-empting avoidable barriers to growth such as reactive management. (Sitarz, 2002, 56-61)

Growth stage theories provide a measure of predictability regarding what to expect in anticipation of getting bigger. However, while there is significant literature on the stages of growth theory, it is focused at the firm level of analysis and describes characteristics (particularly in relation to complexity, formalization, and centralization) that are likely to be present at a certain growth stage. There is little literature that describes the evolution of these characteristics or managerial actions at the start of a growth phase, and particularly so at the level of the individual or management team. (Pakroo, 2004, 79-91)

This is surprising as it is well-accepted that as a result of growth, managers become removed from business operations, which creates a broad set of difficulties in areas of communication, coordination, and control. The dynamic process by which these problems arise seems to be under-studied. As growth occurs, the management team become less involved with daily matters and begins to receive information indirectly from many sources. As organizational complexity and formalization increases, informal communication practices may no longer provide the necessary level of managerial information.

Therefore, we would anticipate that an outcome of small business growth would be that management's communication behaviours will change and that business outcomes will be affected by the degree to which these changes constrain or facilitate the availability of requisite information for decision-making purposes.

While stage models have been criticized as a theoretical and simplistic, they are useful in understanding the organizational aspects of what should change in a business. However, they are ineffective in answering our research questions, which concentrate on why and how things change. As this study is focused on the start of a growth period, after initiation but before success can be determined, growth stage models would identify the position at which we sit, the expected characteristics, perhaps the characteristics of the next plateau, but unfortunately little else. (Sitarz, 2002, 56-61)

随着业务的变化，特别是当增加新员工时，审查业务的组织结构可能会有所帮助。与其希望人们学会适应和相处，不如仔细思考与企业中每个职位相关的责任以及这些职位之间的关系，这通常会更有成效。没有两个小企业的组织是相同的，因为不同企业的经理、员工、家庭和所涉及的工作各不相同。（Pakroo，2004，79-91）

间断均衡理论（PET）提供了一个有用的分析框架，该理论已从进化生物学改编为管理理论。使用PET的研究人员通常关注三个概念：进化期、革命期和深层结构。从PET的角度来看，可以认为组织发展的特点是稳定的进化变化期，偶尔会被快速变化期打断。

例如，一个组织的信息系统可以被视为一种深层结构。管理行为可以延续或削弱现有结构。PET表明，对标点符号的行为变化会导致结构变化。例如，根据公司战略改变信息系统战略和实施的决定可以被视为对短期急剧、广泛变化（标点符号）的深层结构的改变。

从这个角度来看，成长的决定也可以被视为一个标点符号，而信息系统则是一个深层结构，可能会随着管理团队对标点符号的反应而发生变化。（Ang，1991，1-13）

考虑增长的小企业必须意识到过渡阶段对公司内部非正式沟通和内部透明度的影响。这项研究清楚地说明了制定程序的必要性，以确保内部透明度不会受到不当影响并成为一个重大问题。一种方法是计划一种过渡，包括更正式的做法，其中可能包括增加信息系统的使用，以交换跨职能信息。（Pakroo，2004，79-91）

需要对各组织的能力进行IS评估。除了基本的通信支持外，对适当的管理访问和系统安全性的关键评估也很重要。现阶段的两个首要问题应该是，信息系统是否能够及时获取和提供向最高管理层提供内部透明度所需的正确管理信息，以及人们是否在使用这些信息？最后，还有另一个认识问题；理解转型后小公司的沟通实践将在下一个转型期再次频繁变化。

以内部透明度为指导，对企业结构和组织特征的修改应该需要对沟通实践进行相应的修改。正如在一个阶段创造成功的结构和组织特征必须在下一阶段发生变化一样，沟通实践也必须发生根本性的变化。（英格兰银行，2004年，1-10）

理论观点

小企业和信息技术文献在处理具体的采用决定和实施做法方面取得了相当大的进展。我们的贡献在于了解小企业信息系统在组织进入增长阶段时发生变化的过程。为此，我们将整合三个研究视角。首先，对小企业文献进行了概述。

其次，我们开发并定义了一个结构，即内部透明度，它反映了管理团队对组织活动和结果的理解程度，这在一定程度上取决于团队的沟通行为。最后，对小企业增长模式及其管理团队行为框架，特别是信息共享和沟通行为进行了审查。（英格兰银行，2004年，1-10）

小企业

定义小企业是一个有争议的话题。和许多作者一样，我们采用了美国小企业管理局常用的定义：小企业是独立拥有和经营的，在其经营领域不占主导地位。在我们对小企业的讨论中，我们排除了员工少于5人的微型企业，并将注意力集中在对增长感兴趣的小型制造业企业上。

对于这些企业来说，竞争优势的一个重要来源是保持灵活性和对商业环境的反应能力。虽然这种适应性在过渡时期是有益的，但小企业比大公司更容易受到资源限制的挑战，如获得金融资本、技术或管理技能，这些往往会大大减少管理层可选择的选择的数量和类型。（ACOST，2000，78-90）

小企业的特点通常是组织层级扁平，与同事关系密切，这被认为有助于有效的沟通实践，通常由非正式渠道组成，并通常在需要时面对面进行，而不是通过定期安排的会议、正式的状态报告或结构化的简报。这些渠道被认为是小型企业环境的一大优势，提供了卓越的运营灵活性和响应能力。这些沟通实践使小企业经理能够很好地了解公司内部的情况。（Birley，1999107-117）

然而，在小企业发展过程中，这种意识受到了威胁，因为组织结构的变化，如组织复杂性、形式化和集中化的程度，破坏了现有的工作方式。此外，随着增长的发生，管理能力的限制意味着，随着新的行为被用来管理成长中的公司，现有行为的频率会进一步降低。随着小企业经历这些变化，成功企业和不成功企业之间的一个区别因素是，成功企业的行为是“对大企业的预期”。这些公司在增长之前主动为更大的企业奠定基础，从而先发制人，避免了可避免的增长障碍，如被动管理。（Sitarz，2002，56-61）

成长阶段理论提供了一种可预测性的衡量标准，即在预期变得更大时会发生什么。然而，尽管有关于增长理论阶段的重要文献，但它侧重于企业层面的分析，并描述了在某个增长阶段可能存在的特征（特别是与复杂性、形式化和集中化有关的特征）。很少有文献描述这些特征或管理行为在成长阶段开始时的演变，尤其是在个人或管理团队层面。（Pakroo，2004，79-91）

这是令人惊讶的，因为人们普遍认为，由于增长，管理者被从业务运营中除名，这在沟通、协调和控制领域造成了广泛的困难。出现这些问题的动态过程似乎没有得到充分的研究。随着增长，管理团队减少了对日常事务的参与，开始从许多来源间接接收信息。随着组织复杂性和形式化的增加，非正式沟通做法可能不再提供必要的管理信息。

因此，我们预计，小企业增长的结果将是管理层的沟通行为将发生变化，而这些变化将在多大程度上限制或促进决策所需信息的可用性，从而影响业务结果。

虽然阶段模型被批评为理论上的和简单化的，但它们有助于理解企业应该改变的组织方面。然而，它们在回答我们的研究问题时是无效的，这些问题集中在事物为什么以及如何变化上。由于这项研究的重点是生长期的开始，在开始之后但在确定成功之前，生长阶段模型将确定我们所处的位置、预期的特征，也许是下一个平稳期的特征，但不幸的是，其他几乎没有。（Sitarz，2002，56-61）

So, while our investigation is informed by growth stage theories, punctuated equilibrium theory is a more appropriate frame for the type of small business growth under investigation. Newman and Robey (1992) proposed that PET may be a useful perspective for modelling the development of IS within organizations. As well, Sabherwal et al. (2001) used PET to investigate the relationship between strategic business and IS alignment. (Pakroo, 2004, 79-91)

Drawing upon case studies of three large organizations, they found that the evolution of an organization's IS, including sustained periods of misalignment, could be analyzed using a PET lens. As mentioned earlier, an organization's IS can be seen as a deep structure, decisions to change corporate strategy as punctuations, and changes over time as responses to regain equilibrium within the organization. This study follows Sabherwal et al. in viewing a change in business strategy as a punctuation. (Cohen, 2005, 119-131)

Small Business and IS

While small businesses have been traditionally seen as reluctant to invest in IS, evidence over the past decade shows an increase in the awareness and management of IS in small businesses by owners and managers. IS research has considered a variety of these situations. First, technology adoption problems have been investigated wherein factors such as the role of the president/CEO, perceived usefulness or relative advantage, and ease of use were identified.

Similarly, Harrison et al. (1997) used the theory of planned behaviour to explain the actions of small business executives with respect to IS decisions. Implementation has also been discovered. The small business owner's attitude toward IS is understood to be an important factor in determining implementation success. Training and on-going user support are other post-implementation issues of importance. (Cohen, 2005, 119-131)

An important common theme in this research often conflates the president's role as business executive and decision maker with his role as an individual user, which is reasonable given the president's central role in making organizational adoption decisions. In general, understanding the individual roles of managers is considered pivotal to understanding the way in which IS is adopted and implemented in small businesses. (ACOST, 2000, 78-90) Summary

A positive characteristic of small businesses is the tight communication and coordination within the organization. These businesses operate under significant constraints with respect to capital, managerial time, and expertise. At times of growth, these conditions stress the organization and may lead to changes in information sharing and communication behaviours, which will likely have an impact on internal transparency. Increased use of IS might be expected to enable an increase in the internal transparency available to the firm as it grows.

However, we are interested in the process by which the existing IS becomes seen as no longer supporting internal transparency, and how this further affects ongoing communication practices. Understanding this effect is crucial because without requisite communication, the organization may find itself unable to sustain its activities, much less grow (Pakroo, 2004, 79-91). We have developed a definition of internal transparency to help us understand and discuss how changes in information sharing and communication behaviours impact managerial decision making, which allows us to further examine the relationships between small business growth and organizational IS. In the next section, we introduce the research site and project that we used to understand these processes. (Birley, 1999, 107-117)

PEST Analysis

A PEST analysis has been performed on the current situation facing Small businesses. The most important of the problems we are faced with are due to Political issues in the United States and elsewhere. Due to war in western Africa, diamonds are beginning to flow from the war torn fields of Sierra Leone and Angola, and in Russia, mines are being controlled locally as opposed to in collaboration with small businesses. These challenges alone pose a threat to the power that small businesses currently hold over other industries.

Due to these challenges, we initiated a branding campaign attempting to brand Small businesses diamonds to the consumers. This campaign was cantered in the U.S., where legally, the entire Small businesses group - its officers, its operations, its marketing structure - was in violation of the U.S. antitrust law.

This prohibited small businesses from directly selling in the United States. Additionally, a political issue that we need to leverage to our advantage is the U.S. foreign policy towards helping to rebuild Africa. These political issues will be further addressed in the recommendations section. (Hillstrom, 2002, 90-117)

Economically, there is an expected surge in diamond sales expected to occur in the U.S. this year. This emphasizes the fact that we need to be uninhibited in our marketing and sales efforts in the U.S. if we are to continue to be a successful company. Another economic issue that we are facing is that the historical price of diamonds is levelling off and may even be decreasing as new sources of diamonds are being found.

This decrease in prices could be devastating to small businesses and the diamond industry as a whole and needs to be avoided at all costs. The other large economic issue we are facing is our method of stabilizing the diamond prices. The stockpiling we currently utilize to control the supply of diamonds and, more specifically, control the price of diamonds, is eating away at our profits, resulting in a low stock price. Our shareholders, of whom 21% are from the U.S., are starting to voice dissent about our low share prices.

Therefore it is apparent that the styles of management incorporated with a small and large organisation differ from each other. Team management with a democratic and less formal culture seems to be a style implemented by small firms. Meanwhile, the larger firms tend to follow the authority, hierarchy, formal and an obedience style of management.

This can be established through the management of planning, decision making, contact as well as organisational culture as considered above. Managers in both small as well as large businesses need to have good communication flow and management skills, given that the need to direct employees in the right way to perform tasks in high standards is elementary It can therefore be concluded that the management of a small business is not exactly the same as the management of a large business. (Birley, 1999, 107-117)

References

ACOST (Advisory Council on Science and Technology) (2000) The Enterprise Challenge: Overcoming Barriers to Growth in Small Firms, HMSO: London. Pp. 78-90

Ang, J.S. (1991) ‘Small business uniqueness and the theory of financial management’, The Journal of Small Business Finance , 1(1), pp. 1-13.

Bank of England (2004) Finance for Small Firms, note by the Bank of England, January, 1-10

Birley, S. (1999). "The Role of Networks in the Entrepreneurial Process," Journal of Business Venturing 1, 107-117.

Cohen, William A. (2005). The marketing plan. Hoboken, NJ: Wiley. Pp.119-131.

Fallek, Max. (2002). How to set up your own small business. Minneapolis, MN: American Institute of Small Business. Pp. 111-132.

Hillstrom, Kevin. (2002). Encyclopedia of small business. 2 vol. Detroit, Gale Research. Pp. 90-117.

Ostgaard, T.A., and S. Birley (1994). "Personal Networks and Firm Competitive Strategy--A Strategic or Coincidental Match?" Journal of Business Venturing 9, 281-305. (Ostgaard & Birley, 2004, 281-305)

Pakroo, Peri. (2004). Small business start-up kit. Berkeley, CA: Nolo, Green, Charles H. Financing the small business. Avon, MA: Adams Media Corporation. Pp. 79-91.

Sitarz, Daniel. (2002). Complete book of small business management forms. Carbondale, IL: Nova Publishing. Pp. 56-61.

因此，虽然我们的调查是由增长阶段理论提供的，但间断均衡理论是所调查的小企业增长类型的一个更合适的框架。Newman和Robey（1992）提出，PET可能是组织内IS发展建模的有用视角。此外，Sabherwal等人（2001）使用PET来研究战略业务与信息系统一致性之间的关系。（Pakroo，2004，79-91）

通过对三个大型组织的案例研究，他们发现可以使用PET透镜来分析组织IS的演变，包括持续的错位期。如前所述，一个组织的信息系统可以被视为一个深层结构，改变公司战略的决策是标点符号，随着时间的推移而变化是为了在组织内恢复平衡。本研究遵循Sabherwal等人的观点，将商业战略的变化视为一个标点符号。（科恩，2005119-131）

小企业与信息系统

虽然传统上认为小企业不愿意投资于信息系统，但过去十年的证据表明，所有者和管理者对小企业信息系统的认识和管理有所提高。IS的研究考虑了各种各样的情况。首先，对技术采用问题进行了调查，其中确定了总裁/CEO的角色、感知的有用性或相对优势以及易用性等因素。

同样，Harrison等人（1997）使用计划行为理论来解释小企业高管在IS决策方面的行为。还发现了执行情况。小企业主对IS的态度被认为是决定实施成功的一个重要因素。培训和持续的用户支持是实施后的其他重要问题。（科恩，2005119-131）

这项研究中的一个重要的共同主题经常将总统作为企业高管和决策者的角色与他作为个人用户的角色混为一谈，考虑到总统在制定组织采纳决策中的核心作用，这是合理的。一般来说，了解管理者的个人角色被认为是理解小企业采用和实施is方式的关键。（ACOST，2000，78-90）摘要

小企业的一个积极特点是组织内部的紧密沟通和协调。这些企业在资金、管理时间和专业知识方面都受到严重限制。在成长时期，这些条件会给组织带来压力，并可能导致信息共享和沟通行为的变化，这可能会对内部透明度产生影响。随着公司的发展，增加对信息系统的使用可能会提高公司的内部透明度。

然而，我们感兴趣的是，现有的信息系统将不再支持内部透明度，以及这将如何进一步影响正在进行的沟通实践。理解这种影响至关重要，因为如果没有必要的沟通，组织可能会发现自己无法维持其活动，更不用说发展了（Pakroo，200479-91）。我们已经制定了内部透明度的定义，以帮助我们理解和讨论信息共享和沟通行为的变化如何影响管理决策，这使我们能够进一步研究小企业增长和组织信息系统之间的关系。在下一节中，我们将介绍我们用来理解这些过程的研究网站和项目。（Birley，1999107-117）

分析模型

对小企业面临的现状进行了PEST分析。我们面临的最重要的问题是美国和其他地方的政治问题。由于西非的战争，钻石开始从塞拉利昂和安哥拉饱受战争蹂躏的油田流出，而在俄罗斯，矿场由当地控制，而不是与小企业合作。仅这些挑战就对小企业目前对其他行业的影响力构成了威胁。

由于这些挑战，我们发起了一场品牌宣传活动，试图为消费者打造小企业钻石品牌。这场运动是在美国进行的，从法律上讲，整个小企业集团——其官员、运营和营销结构——都违反了美国反垄断法。

这禁止小企业在美国直接销售。此外，我们需要利用的一个政治问题是美国帮助重建非洲的外交政策。这些政治问题将在建议部分进一步讨论。（Hillstrom，2002，90-117）

从经济角度来看，预计今年美国的钻石销量将激增。这强调了一个事实，即如果我们要继续成为一家成功的公司，我们就需要在美国的营销和销售工作中无拘无束。我们面临的另一个经济问题是，钻石的历史价格正在趋于平稳，甚至可能随着新的钻石来源的发现而下降。

这种价格下跌可能对小企业和整个钻石行业造成毁灭性影响，需要不惜一切代价避免。我们面临的另一个重大经济问题是我们稳定钻石价格的方法。我们目前用来控制钻石供应，更具体地说，控制钻石价格的库存正在蚕食我们的利润，导致库存价格低。我们的股东，其中21%来自美国，开始对我们的低股价表示异议。

因此，很明显，小型和大型组织的管理风格各不相同。具有民主和不太正式文化的团队管理似乎是小公司实施的一种风格。同时，大公司倾向于遵循权威、等级、正式和服从的管理风格。

这可以通过上述规划、决策、联系以及组织文化的管理来建立。鉴于以正确的方式指导员工以高标准执行任务的需求是基本的，因此，小型企业和大型企业的管理者都需要具备良好的沟通流和管理技能。因此，可以得出结论，小型企业的管理与大型企业的管理并不完全相同。（Birley，1999107-117）

工具书类

ACOST（科学和技术咨询委员会）（2000年）《企业挑战：克服小企业增长障碍》，HMSO：伦敦。第78-90页

Ang，J.S.（1991）“小企业的独特性与财务管理理论”，《小企业金融杂志》，1（1），第1-13页。

英格兰银行（2004）《小企业融资》，英格兰银行的说明，1月1日至10日

Birley，S.（1999）。“网络在创业过程中的作用”，《商业冒险杂志》107-117。

科恩，威廉A.（2005）。营销计划。新泽西州霍博肯：威利。第119-131页。

费莱克，马克斯（2002）。如何建立自己的小企业。明尼苏达州明尼阿波利斯：美国小企业协会。第111-132页。

希尔斯特罗姆，凯文。(2002). 小企业百科全书。2卷，底特律，盖尔研究。第90-117页。

Ostgaard，T.A.和S.Birley（1994）。“个人网络与企业竞争战略——战略匹配还是巧合匹配？”《商业冒险杂志》第9期，281-305页。（Ostgaard&Birley，2004281-305）

Pakroo，Peri.（2004）。小型企业创业工具包。加利福尼亚州伯克利：Nolo，Green，Charles H.为小企业融资。马萨诸塞州雅芳：亚当斯传媒公司。第79-91页。

西塔兹，丹尼尔。(2002). 小企业管理表格大全。Carbondale，伊利诺伊州：Nova出版社。第56-61页。

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