Small Business Strategies for Company Profitability and Sustainability part 4

71 business and its environment. Knowing all of the seasonality factors as a whole aligns with the general systems theory that suggests understanding of the system as a whole, rather than individual components (Kaine & Crown, 2011). All of the participants expressed an awareness and understanding of their businesses seasonality, based on highest and least profitable months and seasons, this is supported by the existing body of knowledge which indicates seasonality is frequently tied to the seasons of the year found in nature (spring, summer, fall, and winter) (Shields & Shelleman, 2013). The participants discussed the weather in Colorado directly affecting their business. The impact of weather has serious consequences for small businesses (Shields & Shelleman, 2013). Besides sustaining through the low season, another challenge small business owners have to be prepared for is having to be able to meet the demand for services at peak demand times (Schwartz & Chandler, 2012). Three out of four of the participants have to prepare their employees and supplies for the change from low to high season. Schwartz and Chandler clarified seasonality risk is the risk resulting from a product or service that experiences seasonal demand. Seasonal cycles of demand present major problems for small business management (Shields & Shelleman, 2013). One of the participants discussed their strategy in planning for the seasonality of their business by remaining financially discipline during the high season and saving money for the low season (Participant 3) while another participant suggested investing in marketing during the low season (Participant 2). The participant responses are supported by the existing body of knowledge that suggests during the low season, the focus should be on planning,.

72 retaining employees, and preparing in other ways for the high season (Shields & Shelleman, 2013). Proper business planning is vital to survival, the strength of the small business sector, and our economy (Box, 2013). Emergent Theme 2: Passion and Dedication The second emergent theme revealed in strategies in sustaining their business beyond 5 years was the passion and dedication the participant had to their small business. In addition, (a) leadership, (b) networking, and (c) marketing were mentioned (see Table 7). All four of the participants mentioned their passion and dedication to their small business. The emergent theme passion and dedication of the owner will be discussed in detail, including tables, following a discussion on the other three strategies in sustaining their business beyond 5 years mentioned by the participants, which were (a) leadership skills (b) use of networking, and (c) marketing. Having good leadership skills. Leadership skills were mentioned by one participant, as a strategy in sustaining her business beyond 5 years. Continuous encouragement and inspiring her employees make them stay focused, enjoy the job, and work harder (Participant 1). The existing body of knowledge that suggests great leaders inspire and enlist others and they empower others to take action supports this. Furthermore, effective leaders share their power and information to strengthen others (Westcott, 2014). With small businesses, limited delays between problem recognition and action and the short chains of command enable successful managing tactics (Bumgardner et al., 2011). Adaptable and well-developed leadership skills are essential to achieve business success (Buchan, 2011)..

73 Networking. Half of the participants mentioned networking as a strategy for success and sustaining their business beyond 5 years (Participant 2 & Participant 4). Participant 2 stated that she always attends local small business meetings and events to meet many new people (Participant 2). Participant 4 utilizes face to face and online networking opportunities and said that she has gained many customers from referrals (Participant 4). The participant responses aligned with the existing body of knowledge, which implies that participating in business networks increases connectivity and collaboration with the marketplace (Miller et al., 2010) and lack of networking attribute to business failure (Franco & Haase, 2010). Furthermore, networking can lead to strong ties that can be used to recruit potential employees, which provides commitment and price advantages (Martinez & Aldrich, 2011). Marketing. Also mentioned was marketing by half of the participants as a strategy in sustaining their business beyond 5 years (Participant 2 & Participant 3). Participant 2 stated she marketed her small business by buying a list and sending out cards to potential customers and handing out business cards at local community events (Participant 2). Another participant markets her small business on different social media sites and was featured on the news, and in the Denver Post newspaper. She also said they donate free services and offer a monthly $50 gift card drawing for those customers that write an online review on Yelp or the company website (Participant 3). The participants’ responses related to Yallapragada and Bhuiyan (2011) that posited marketing and sales are essential for a small business and Jasra et al. (2011) that found marketing strategies was a key success factor..

74 Table 7 Strategies in Sustaining Beyond 5 Years Participant Mentioned Number Percentage of total Leadership 1 25.0% Passion and Dedication Networking Marketing 4 2 2 100.0% 50.0% 50.0% Passion and dedication of the owner. All four of the participants mentioned passion and dedication, in interview questions 3, 4, and 5; the frequency use varied (see Table 8). Participant 1 explained she is highly dedicated to her small business because she enjoys what she does and cannot imagine not being able to make her own decisions or being managed by someone else (Participant 1). Confirmed by Degeorge and Fayolle (2011) that posited small business owners enjoy the autonomy of choice they have, the decisional freedom. Participant 2 stressed how dedicated she was because her and her husband used their personal money, some of her husband’s 401k to start the business (Participant 2). A small business owner has to be optimistic and passionate about their business and if there is any ounce of doubt, it really does get in the way (Participant 3). Participant 4 described dedication through the amount of hours devoted to working at the business each week and that she is passionate about her business growing (Participant 4)..

75 Table 8 Frequency of Passion and Dedication Mentioned Source Reference Frequency Participant 1, Interview Question 3 2 81.05% Participant 1, Interview Question 4 Participant 1, Interview Question 5 Participant 2, Interview Question 3 Participant 2, Interview Question 4 Participant 3, Interview Question 3 Participant 3, Interview Question 4 Participant 4, Interview Question 3 2 2 1 2 1 1 2 31.09% 24.66% 16.50% 2.05% 23.89% 22.62% 11.18% The emergent theme of passion and dedication of the small business owner is supported by the existing body of knowledge, which indicates that the more passionate one is to their business, the more sentimental they are to their business goals (Tasnim, Yahya, & Zainuddin, 2014). Previous research is consistent that establish small business owners need to maintain the direction of the business, stay involved, and have a passion to see the business succeed (Hunter, 2011). Mangal (2013) explained systems theory is a group of parts arranged in a certain manner that interact with one another to function as a whole. In applying the general systems theory, the small business owners’ individual passion and dedication contributing to sustaining as a business, as a whole, aligns with the theory that suggests all parts of an entity contribute to a functioning system (von.

76 Bertalanffy, 1972). Emergent Theme 3: Hiring the Right Employees The third theme to emerge was the importance of hiring the right employees to be successful. Two other thoughts the participants shared on being successful included receiving coaching and mentoring when possible (Participant 3), and researching as much as you can before opening a small business (Participant 2 & Participant 3). All four of the participants mentioned obtaining and hiring the right employees as a strategy for success. The emergent theme hiring the right employees will be discussed in detail, including tables, following a discussion on the other two strategies in being successful as mentioned by the participants, which were receiving coaching and mentoring and conducting research. Receiving coaching and mentoring. One participant decided receiving coaching and mentoring aided in their success (Participant 3). Finding a group of people that are similar is probably one of the most important things that one can do (Participant 3). Mentorship, someone who has done it before you is extremely valuable (Participant 3). Furthermore, Participant 3 discussed that proven to be helpful is getting coaching and consulting, it helps build the business when you have outside eyes looking in to help you figure out what you might need to do (Participant 3). Conducting research. Half of the participants expressed the importance of conducting research prior to opening the business (Participant 2 & Participant 4). Through member checking a participant explained she learned a lot through trial and error and researching and asking questions (Participant 2). Participant 2 gained.

77 knowledge from the previous owner and a friend that owned a daycare center in another state. She emphasized the need to do your homework prior (Participant 2). Researching and reading other peoples’ stories; how they do it is important (Participant 4). There are tons of helpful material and sources available, either on the Internet or in books (Participant 4). Table 9 Participants’ Final Thoughts on Being Successful Participant Mentioned Number Percentage of total Receiving Coaching/Mentoring 1 25.0% Conducting Research Prior Hire the Right Employees 2 4 50.0% 100.0% Hiring the right employees. Interview question 4 and interview question 5 revealed a high frequency of hiring the right employees (see table 10). Participant 1 stated she often hires family members because they are always a good fit and are comfortable to work with (Participant 1). Participant 2 stated she hired employees from word of mouth, networking, and utilizing Craigslist to search for qualified staff and that she employs a diverse range of employees; and it works well (Participant 2). As pointed out by Martinez and Aldrich (2011) a suitable strategy for a small business that may have problems attracting talent is to use networks to recruit employees. Through member checking a participant stated hiring and training, and hiring the right fit are big factors in business growth (Participant 3). Hiring for culture is also.

78 important; the small business is successful because they communicate effectively (Participant 3). They meet weekly to discuss goals in terms of revenue and expenses (Participant 3). Participant 4 explained she takes her time when hiring and interviews many potential employees before making a decision, because she only wants to hire like- minded employees (Participant 4). Furthermore, participant 4 believed their success is contributed to every employee working well as a team together and having the same goals (Participant 4). Table 10 Frequency of Hiring the Right Employees Mentioned Source Reference Frequency Participant 1, Interview Question 4 1 31.09% Participant 1, Interview Question 5 Participant 2, Interview Question 4 Participant 2, Interview Question 5 Participant 3, Interview Question 4 Participant 3, Interview Question 5 Participant 4, Interview Question 5 1 2 4 1 1 1 26.74% 12.05% 27.87% 22.62% 23.89% 18.91% In other studies on small business owners, researchers found that hiring family members, hiring diverse employees, (Martinez & Aldrich, 2011) and investing in employee training (Alasadi & Sabbagh, 2015) are strategies for profitability and success. Participant 1 hired family members for her business to be successful, this is supported by.

79 the existing body of knowledge which indicates that family members typically have higher levels of commitment to a business and often fairly knowledgeable of the industry (Martinez & Aldrich, 2011). Participant 2 pointed out the importance of hiring a diverse group. Diverse employees with a variety of experiences can better help businesses build (Martinez & Aldrich, 2011). Participant 3 response related to the existing body of knowledge that confirms it is important for small business owners to recognize that investment in training and development of employees can benefit small firms to make the organizational changes essential to expand and grow (Alasadi & Sabbagh, 2015). The findings indicate that if small business owners can adhere to three strategies (a) knowing the seasonality of the business, (b) being passionate and dedicated to the business, and (c) hiring the right employees they may be able to achieve profitability by the end of the first 5 years of opening their business. The conceptual framework for this study was general systems theory. By using a systems approach, I identified and prioritized the strategies that might contribute to small business owners achieving profitability by the end of the first 5 years of opening their business. The findings indicate that one strategy alone is not enough for small business owners in achieving profitability by the end of year 5 of being in business, which aligns with general systems theory, because general systems theory requires numerous factors working together as a whole to ensure success (Drack & Schwarz, 2010). The three emergent themes that were discussed were the seasonality of a small business, the passion and dedication of the owner to their small business, and hiring the right employees. Understanding of common themes and patterns leads to solutions from a better understanding of the problem as a whole.

80 (Mehrjerdi, 2011). Applications to Professional Practice The seasonality of a small business, the passion and dedication of the owner to their small business, and hiring the right employees findings are relevant to the professional small business practice. Small firms are significant in job creation; however, they are inherently unstable and have a high exit rate (Haltiwanger et al., 2013). The data from the participant interviews and company documents revealed strategies for profitability that have the potential to aid small business owners in numerous ways. The findings revealed in the study were added to and built upon existing literature. The findings acquired from the study have the potential to improve business practice by educating future and current small business owners on profitability strategies. Small business owners may review (a) the seasonality of a small business, (b) the passion and dedication of the owner, and (c) hiring the right employees and implement strategies to follow these emergent themes to be profitable by year 5 of business. Small business owners in Colorado employ 49.2% or 962,232 of the state’s private workforce (SBA, 2014). Small business owners that remain dedicated and passionate about their business and hire the appropriate employees might sustain beyond 5 years and be profitable. Furthermore, small business owners that recognize the importance and need to understand the seasonality of their business might have an advantage in being profitable and sustaining beyond their first 5 years of being in business. Comprehending the seasonality of their future or current small business might aid in timing inventories,.

81 staffing, and other decisions that correspond with the expected seasonality (Shields & Shelleman, 2013) as demonstrated in the findings with participant interviews and company documents. In turn, (a) the owners and their families benefit from the income of the business, (b) the employees keep their jobs, and (c) the community and the economy improve. Small businesses significantly affect Colorado’s economy (SBA, 2014). Implications for Social Change In the United States, small businesses are the source of most job creations (SBA, 2014). The small business sector is the fundamental engine of innovation, jobs, and growth (Gale & Brown, 2013). The SBA discovered only around half of all new small businesses survive 5 years or more and about one-third survive 10 years or more (SBA, 2014). Results of this study (a) knowing the seasonality of the business, (b) being passionate and dedicated to the business, and (c) hiring the right employees offer small business owners a glimpse of current strategies taken by other small business owners to achieve profitability by the end of the first 5 years of opening their business. Many start-ups fail in the first years following entry, about 47% of the jobs created by start-ups are eliminated in the first five years (Haltiwanger et al., 2013). Small businesses are critical to the health of the United States economy as they account for approximately 50% of all jobs and 99% of all firms (Labedz & Berry, 2011). Small business failure results in loss of income and employment for the owner, the employees, and their families. The finding may effect social change if a small business owner may review the findings from this study and implement strategies for sustaining seasonality, remaining dedicated and passionate, and ensuring they hire the right employees to sustain.

82 and be profitable. If the small business owner sustains and becomes profitable it will contribute to the prosperity of their employees, their families, communities, and the local economy. Recommendations for Action The purpose of this qualitative descriptive multiunit case study was to explore and reveil what strategies small business owners used to achieve profitability by the end of the first 5 years of opening their business. Small businesses make up about half of private sector output, employ more than half of private sector workers, and produce a large share of new jobs (Byrd, Ross, & Glackin, 2013). Potential future and current small business owners should pay attention to the results because they can benefit from the finding of the importance of knowing the seasonality of your business, remaining dedicated and passionate about your small business, and hiring the right employees. In addition, I recommend the Colorado Small Business Development Center Network (SBDC) and the SBA Colorado district branch should pay attention to the results and share the results with potential future and current small business owners. I will provide the participants with an overview of the results and findings. I will advise the participants that the complete doctoral research study will be published if it is of interest to them to read. My final recommendation is not only for local small business owners in Denver, Colorado, but small business owners in other states in the United States to pay attention to the results and findings. Recommendations for Further Research In this qualitative descriptive case study, the primary limitation was the sample.

83 size of participants. Recommendations for further study include a study involving a larger sample size of participants. Data saturation was achieved after interviewing four participants in this study. Data saturation involves continually adding new participants into the study until the data set is complete, as indicated by redundancy or data replication (Marshall, Cardon, Poddar, & Fontenot, 2013). A study based in a different geographical location, other than Denver, Colorado is recommended. Researchers should also study a specific industry of small business owners. Also, a study conducted over a more extensive period of time is recommended. I further suggest studies regarding the seasonality of organizations. This study was limited to small businesses in one state in the northwestern U.S. where weather ranges from very cold to hot throughout the calendar year. Additional insights could be gained by studying small business seasonality issues in a demographic with a warmer year-round climate. This study was based on a qualitative research method with a case study design; other methodologies and designs should be considered for further research on small business profitability strategies. Reflections My experience within the DBA Doctoral Study process was a great learning experience. I have gained great knowledge about small businesses in the United States and specifically small businesses in Denver, Colorado. As the researcher, I did all I could to minimize error and researcher bias (Leedy & Ormrod, 2013). I followed the interview protocol (Appendix C) and I mitigated any bias and preconceived notions I may have had before the interviews. I facilitated a state of epoche during the interviews. I also did not personally know the small business owners to mitigate personal bias and I controlled.

84 reactions to the interview responses to mitigate bias. In interviewing and communicating with the participants of this study, I have changed my way of thinking somewhat about small business owners. I never realized the amount of effort, time, and energy they put into their small business. Their strong passion and dedication was inspiring. I am also more inclined to shop at small businesses after conducting this study, therefore supporting the owner, their employees, their families, giving back to the community, and improving the economy. Summary and Study Conclusions The purpose for this qualitative descriptive multiunit case study was to explore what strategies small business owners used to achieve profitability by the end of the first 5 years of opening their business. I collected data using methodological triangulation of two data sources. Semistructured interviews with four small business owners was conducted to obtain the first set of data. The secondary data consisted of company profit and loss statements and yearly cash flow documents that pertain to profitability. Saturation was reached when the data became repetitive and no additional information was added (Walker, 2012). After I coded and analyzed the data, three main themes were revealed. I linked the analysis of each emergent theme back to the literature, the existing body of knowledge, and general systems theory. My findings of the study were clear in suggesting that (a) knowing the seasonality of a business, (b) being passionate and dedicated to a business, and (c) hiring the appropriate employees may be critical to the success and profitability of small businesses sustaining beyond 5 years of being in business..

85 References Abbasi, M. H., Siddiqi, A., & Azim, R.U. A. (2011). Role of effective communication for enhancing leadership and entrepreneurial skills in university students. International Journal of Business and Social Science, 2(10), 242-250. Retrieved from http://www.ijbssnet.com/ Abou-Moghli, A., & Al-Kasasbeh, M. (2012). Social network and the success of business start-up. International Journal of Business and Management, 7(9), 134-140. doi:10.5539/ijbm.v7n9p134 Abrams, L. S. (2011). Sampling hard to reach populations in qualitative research: The case of incarcerated youth. Qualitative Social Work, 9, 536-550. doi:10.1077/1473325010367821 Alasadi, R., & Al Sabbagh, H. (2015). The role of training in small business performance. International Journal of Information, Business and Management, 7, 293-311. Retrieved from http://ijibm.elitehall.com Alijani, G. S., Mancuso, L. C., Kwun, O., & Topcuoglu, G. (2014). The role of integrated web-based business characteristics in consumer selections. Academy of Marketing Studies Journal, 18, 91-102. Retrieved from http://www.alliedacademies.org/public/journals/JournalDetails.aspx?jid=12 Alsaaty, F. M. (2012). The cycle of births and deaths of U.S. employer micro firms. Journal of Management & Marketing Research, 11, 1-12. Retrieved from http://www.aabri.com/jmmr.html Amel, D. H., & Akkari, I. (2012). The entrepreneurial failure: Exploring links between.

86 the main causes of failure and the company life cycle. International Journal of Business and Social Science, 3(4), 189-205. Retrieved from http://www.ijbssnet.com Amerson, R. (2011). Making a case for the case study method. Journal of Nursing Education, 50(8), 427-428. doi:10.3928/01484834-20110719-01 Anderson, A. R., & Ullah, F. (2014). The condition of smallness: How what it means to be small deters firms from getting bigger. Management Decision, 52, 326-349. doi:10.1108/MD-10-2012-0734 Arthur, S. J., & Hisrich, R. D. (2011). Entrepreneurship through the ages: Lessons learned. Journal of Enterprising Culture, 19, 1-40. doi:10.1142/S0218495811000696 Askim-Lovseth, M., & Feinberg, R. A. (2012). The role of attributional explanatory style in the perceived outcomes of entrepreneurial venture failure. Journal of Small Business and Entrepreneurship, 25, 261-281. doi:10.1080/08276331.2012.10593573 Atamian, R., & VanZante, N. R. (2010). Continuing education: A vital ingredient of the 'success plan' for small business. Journal of Business & Economics Research, 8, 37-42. Retrieved from http://www.cluteinstitute.com/journals/journal-of-business- economics-research-jber/ Atherton, A. (2012). Cases of start-up financing. International Journal of Entrepreneurial Behaviour & Research, 18, 28-47. doi:10.1108/13552551211201367.

87 Audet, J., & Couteret, P. (2012). Coaching the entrepreneur: Features and success factors. Journal of Small Business and Enterprise Development, 19, 515-531. doi:10.1108/14626001211250207 Audretsch, D. (2012). Entrepreneurship research. Management Decision, 50, 755-764. doi:10.1108/00251741211227384 Awuah, G. B., & Reintert, V. (2012). Small firms use of their business relationships to cope with increased competition. International Journal of Business Strategy, 12, 36-47. Retrieved from http://www.iabe.org/domains/iabeX/journal.aspx?Journalid=7 Bansal, P., & Corley, K. (2012). Publishing in AMJ-part 7: What’s different about qualitative research? Academy of Management Journal, 55, 509-513. doi:10.5465/amj.2012.4003 Baptista, R., & Preto, M. (2011). New firm formation and employment growth: Regional and business dynamics. Small Business Economics, 36, 419-442. doi:10.1007/s11187-009-9254-y Barth, J., Lin, D., & Yost, K. (2011). Small and medium enterprise financing in transition economies. Atlantic Economic Journal, 39, 19-38. doi:10.1007/s11293-010-9260- 0 Barusch, A., Gringeri, C., & George, M. (2011). Rigor in qualitative social work research: A review of strategies used in published articles. Social Work Research, 35, 11-19. doi:10.1093/swr/35.1.11 Bauer, K. (2011). Training women for success: An evaluation of entrepreneurship.

88 training programs in Vermont, USA. Journal of Entrepreneurship Education, 14, 1-24. Retrieved from http://www.alliedacademies.org/public/journals/JournalDetails.aspx?jid=8 Bello, B., & Ivanov, S. (2014). Growth strategies for very small organizations: A case study of a very small entrepreneurship. International Journal of Organizational Innovation, 6, 51-53. Retrieved from http://www.ijoi-online.org Belmont Report. (1979). The Belmont Report: Ethical principles and guidelines for the protection of human subjects of research. Retrieved September 12, 2014 from http://www.hhs.gov/ohrp/humansubjects/guidance/belmont.html Bernard, R. (2012). Social research method: Qualitative and quantitative approaches (2nd ed.). Thousand Oaks, CA: Sage Publications, Inc. Besser, T. L., & Miller, N. J. (2013). Community matters: Successful entrepreneurship in remote rural US locations. International Journal of Entrepreneurship and Innovation, 14, 15-27. doi:10.5367/ijei.2013.0104 Binder, M., & Coad, A. (2013). Life satisfaction and self-employment: A matching approach. Small Business Economics, 40, 1009-1033. doi:10.1007/s11187-011- 9413-9 Bjerregaard, T. (2011). Institutional change at the frontlines: A comparative ethnography of divergent responses to institutional demands. Qualitative Research in Organizations and Management: An International Journal, 6, 26-45. doi:10.1108/17465641111129371 Blavin, F., Blumberg, L. J., Buettgens, M., Holahan, J., & McMorrow, S. (2012). How.

89 choices in exchange design for states could affect insurance premiums and levels of coverage. Health Affairs, 31, 290-298. doi:10.1377/hlthaff.2011.1049 Box, T. M. (2011). Small firm strategy in turbulent times. Academy of Strategic Management Journal, 10(1), 115-122. Retrieved from http://www.alliedacademies.org/public/journals/journaldetails.aspx?jid=13 Box, T. M., & Miller, W. D. (2011). Small-Firm competitive strategy. Academy of Strategic Management Journal, 10(2), 55-59. Retrieved from http://www.alliedacademies.org/Public/Journals/JournalDetails.aspx?jid=13 Bruns, A. (2013). Grow if you want to. Site Selection, 58, 120-123. Retrieved from http://www.siteselection.com Buchan, J. F. (2011). The chicken or the egg? Investigating the transformational impact of learning technology. Research in Learning Technology, 19, 155-172. doi:10.1080/21567069.2011.586674 Bumgardner, M., Buehlmann, U., Schuler, A., & Crissey, J. (2011). Competitive actions of small firms in a declining market. Journal of Small Business Management, 49, 578-598. doi:10.1111/j.1540-627X.2011.00337.x Byrd, K., Ross, L. W., & Glackin, C. E. W. (2013). A preliminary causal analysis of small business access to credit during economic expansion and contraction. Journal of Applied Finance and Banking, 3, 77-84. Retrieved from http://www.scienpress.com/journal_focus.asp?Main_Id=56 Cachia, M., & Millward, L. (2011). The telephone medium and semi-structured interviews: A complementary fit. Qualitative Research in Organizations and.

90 Management, 6, 265-277. doi:10.1108/17465641111188420 Cader, H. A., & Leatherman, J. C. (2011). Small business survival and sample selection bias. Small Business Economics, 37, 155-165. doi:10.1007/s11187-009-9240-4 Campbell, N. D., Heriot, K. C., Jauregui, A., & Mitchell, D. T. (2012). Which state policies lead to U.S. firm exits? Analysis with the economic freedom index. Journal of Small Business Management, 50, 87-104. doi:10.1111/j.1540- 627X.2011.00345.x Cardon, M. S., Stevens, C. E., & Potter, D. R. (2011). Misfortunes or mistakes? Cultural sensemaking of entrepreneurial failure. Journal of Business Venturing, 26, 79-92. doi:10.1016/j.jbusvent.2009.06.004 Carree, M. A., & Verheul, I. (2012). What makes entrepreneurs happy? Determinants of satisfaction among founders. Journal of Happiness Studies, 13, 371-387. doi:10.1007/s10902-011-9269-3 Chow, M. J., & Dunkelberg, W. C. (2011). The small business sector in recent recoveries. Business Economics, 46, 214-228. doi:10.1057/be.2011.23 Chwolka, A., & Raith, M. G. (2012). The value of business planning before start-up: A decision-theoretical perspective. Journal of Business Venturing, 27, 385-399. doi:10.1016/j.jbusvent.2011.01.002 Clark, V. L. (2010). The adoption and practice of mixed methods: U.S. trends in federally funded health-related research. Qualitative Inquiry, 16, 428-440. doi:10.1177/1077800410364609 Claydon, J. (2011). A new direction for CSR: The shortcomings of previous CSR models.

91 and the rationale for a new model. Social Responsibility Journal, 7, 405-420. doi:10.1108/17471111111154545 Cope, J. (2011). Entrepreneurial learning from failure: An interpretative phenomenological analysis. Journal of Business Venturing, 26, 604-623. doi:10.1016/j.jbusvent.2010.06.002 Cordeiro, W. P. (2013). Small businesses ignore strategic planning at their peril. Academy of Business Research Journal, 3, 22-30. Retrieved from http://www.aobronline.com/#!abrj/cdlu Cronin-Gilmore, J. (2012). Exploring marketing strategies in small businesses. Journal of Marketing Development and Competitiveness, 6(1), 96-107. Retrieved from http://www.na-businesspress.com/jmdcopen.html Daniel, A. (2011). Metaphors in knowledge management. Systems Research and Behavioral Science, 28, 133-138. doi:10.1002/sres.1077 Decker, R., Haltiwanger, J., Jarmin, R., & Miranda, J. (2014). The role of entrepreneurship in US job creation and economic dynamism. Journal of Economic Perspectives, 28, 3-24. doi:10.1257/jep.28.3.3 Degeorge, J., & Fayolle, A. (2011). The entrepreneurial process trigger: A modeling attempt in the French context. Journal of Small Business and Enterprise Development, 18, 251-277. doi:10.1108/14626001111127061 Denzin, N. K., & Lincoln, Y. S. (Eds.). (2011). The Sage handbook of qualitative research (4th ed.). Thousand Oaks, CA: Sage Publications, Inc. Diehl, J., Toombs, L., & Maniam, B. (2013). Small and medium sized enterprises in the.

92 global economy. Journal of American Academy of Business, Cambridge, 19, 45- 51. Retrieved from http://www.jaabc.com/journal.htm Drack, M., & Schwarz, G. (2010). Recent developments in general system theory. Systems Research & Behavioral Science, 27, 601-610. doi:10.1002/sres.1013 Dworkin, S. L. (2012). Editorial: Sample size policy for qualitative studies using in-depth interviews. Archives of Sexual Behavior, 41, 1319-1320. doi:10:1007/s10508- 012-0016-6 Eggers, F., & Kraus, S. (2011). Growing young SMEs in hard economic times: The impact of entrepreneurial and customer orientations - A qualitative study from Silicon Valley. Journal of Small Business and Entrepreneurship, 24, 99-111. doi:10.1080/08276331.2011.10593528 El-Gohary, H. (2010). E-marketing - A literature review from a small businesses perspective. International Journal of Business and Social Science, 1(1), 214-244. Retrieved from http://ijbssnet.com Elmuti, D., Khoury, G., & Omran, O. (2012). Does entrepreneurship education have a role in developing entrepreneurial skills and ventures’ effectiveness? Journal of Entrepreneurship Education, 15, 83-98. Retrieved from http://www.alliedacademies.org/public/journals/JournalDetails.aspx?jid=8 Englander, M. (2012). The interview: Data collection in descriptive phenomenological human scientific research. Journal of Phenomenological Psychology, 43, 13-35. doi:10.1163/156916212X632943 Erlingsson, C., & Brysiewicz, P. (2013). Orientation among multiple truths: An.

93 introduction to qualitative research. African Journal of Emergency Medicine, 3, 92-99. doi:10.1016/j.afjem.2012.04.005 Eveleth, L. J., Chung, Y., Eveleth, D. M., & O’Neill, M. (2011). Developing a community of practice through learning climate, leader support, and leader interaction. American Journal of Business Education, 4, 33-40. Retrieved from http://www.cluteinstitute.com/journals/american-journal-of-business-education- ajbe/ Fadahunsi, A. (2012). The growth of small businesses: Towards a research agenda. American Journal of Economics and Business Administration, 4, 105-115. Retrieved from http://thescipub.com/journals/ajeba Fahed-Sreih, J., & Morin-Delerm, S. (2012). A perspective on leadership in small businesses: Is the need for achievement a motive in predicting success? International Journal of Entrepreneurship, 16, 1-23. Retrieved from http://www.alliedacademies.org/public/journals/JournalDetails.aspx?jid=7 Farrington, S. M. (2012). Personality and job satisfaction: A small-business owner perspective. Management Dynamics, 21(2), 2-15. Retrieved from http://reference.sabinet.co.za/sa_epublication/mandyn Farrington, S., Gray, B., & Sharp, G. (2011). Perceptions of an entrepreneurial career: Do small business owners and university students concur? Management Dynamics, 20(2), 2-17. Retrieved from http://reference.sabinet.co.za/sa_epublication/mandyn Fields, D. A., & Kafai, Y. B. (2009). A connective ethnography of peer knowledge sharing and diffusion in a tween virtual world. International Journal of Computer.

94 Supported Collaborative Learning, 4, 47-69. doi:10.1007/s11412-008-9057-1 Fillis, I. A. N., & Rentschler, R. (2010). The role of creativity in entrepreneurship. Journal of Enterprising Culture, 18, 49-81. doi:10.1142/s0218495810000501 Fisher, W. P., Jr., & Stenner, A. J. (2011). Integrating qualitative and quantitative research approaches via the phenomenological method. International Journal of Multiple Research Approaches, 5, 85-99. doi:10.5172/mra.2011.5.1.89 Foley, D., & O’Connor, A. J. (2013). Social capital and networking practices of indigenous entrepreneurs. Journal of Small Business Management, 51, 276-296. doi:10.1111/jsbm.12017 Foreman, L. (2011). Edison nation. Research Technology Management, 54(6), 37-41. doi:10.5437/08956308X5406015 Fornoni, M., Arribas, I., & Vila, J. E. (2012). An entrepreneur's social capital and performance. Journal of Organizational Change Management, 25, 682-698. doi:10.1108/09534811211254572 Fox, H. L. (2013). Strategic human resource development in small businesses in the United States. Academy of Entrepreneurship Journal, 19(1), 77-118. Retrieved from http://www.alliedacademies.org/public/journals/JournalDetails.aspx?jid=6 Fox, T. L. (2011). A systems analysis, design, and development case study: Williams Bros. Appliances inventory & point-of-sale system. Journal of the International Academy for Case Studies, 17(8), 111-116. Retrieved from http://www.alliedacademies.org/public/journals/..%5CAffiliateAcademies%5Ciac s.aspx.

95 Franco, M., & Haase, H. (2010). Failure factors in small and medium-sized enterprises: Qualitative study from an attributional perspective. International Entrepreneurship and Management Journal, 6, 503-521. doi:10.1007/s11365- 009-0124-5 Gagnon, M. A., Michael, J. H., Elser, N., & Gyory, C. (2013). Seeing green in several ways: The interplay of entrepreneurial, sustainable and market orientations on executive scanning and small business performance. Journal of Marketing Development and Competitiveness, 7(3), 9-28. Retrieved from http://www.na- businesspress.com/jmdcopen.html Gale, W., & Brown, S. (2013). Small business, innovation, and tax policy: A review. National Tax Journal, 66, 871-892. Retrieved from http://ntj.tax.org Galea, S. (2012). Simplicity, complexity, and conceptual frameworks. Psychiatry: Interpersonal & Biological Processes, 75, 223-226. doi:10.1521/psyc.2012.75.3.223 Garg, P., & Garg, A. (2013). An empirical study on critical failure factors for enterprise resource planning implementation in Indian retail sector. Business Process Management Journal, 19, 496-514. doi:10.1108/14637151311319923 Gartner, W. B., Frid, C. J., & Alexander, J. C. (2012). Financing the emerging firm. Small Business Economics, 39, 745-761. doi:10.1007/s11187-011-9359-y Geho, P. R., & Frakes, J. (2013). Financing for small business in a sluggish economy versus conflicting impulses of the entrepreneur. The Entrepreneurial Executive, 18, 89-101. Retrieved from.

96 http://www.alliedacademies.org/public/journals/JournalDetails.aspx?jid=9 Geneste, L., & Weber, P. (2011). Business perceived success and growth intentions. Journal of Asia Entrepreneurship and Sustainability, 7(2), 72-90. Retrieved from http://www.asiaentrepreneurshipjournal.com Golovko, E., & Valentini, G. (2011). Exploring the complementary between innovation and export for SMEs’ growth. Journal of International Business Studies, 42, 362- 380. doi:10.1057/jibs.2011.2 Gorgievski, M. J., Ascalon, M. E., & Stephan, U. (2011). Small business owners' success criteria, a values approach to personal differences. Journal of Small Business Management, 49, 207-232. doi:10.1111%2Fj.1540-627X.2011.00322.x Gupta, A., & Muita, S. R. (2013). Relationship between entrepreneurial personality, performance, job satisfaction and operations strategy: An empirical examination. International Journal of Business and Management, 8(2), 86-95. doi:10.5539/ijbm.v8n2p86 Haltiwanger, J., Jarmin, R. S., & Miranda, J. (2013). Who creates jobs? Small versus large versus young. Review of Economics and Statistics, 95, 347-361. doi:10.1162/REST_a_00288 Hansen, D. J., Shrader, R., & Monllor, J. (2011). Defragmenting definitions of entrepreneurial opportunity. Journal of Small Business Management, 49, 283-304. doi:10.1111/j.1540-627X.2011.00325.x Harrits, G. (2011). More than method? A discussion of paradigm differences within mixed methods research. Journal of Mixed Methods Research, 5, 150-166..

97 doi:10.1177/1558689811402506 Heale, R., & Forbes, D. (2013). Understanding triangulation in research. Evidence Based Nursing, 16, 98. doi:10.1136/eb-2013-101494 Hormiga, E., Batista-Canino, R., & Sánchez-Medina, A. (2011). The impact of relational capital on the success of new business start-ups. Journal of Small Business Management, 49, 617-638. doi:10.1111%2Fj.1540-627X.2011.00339.x Houghton, C., Casey, D., Shaw, D., & Murphy, K. (2013). Rigour in qualitative case- study research. Nurse Researcher, 20, 12-17. doi:10.7748/nr2013.03.20.4.12.e326 Hundley, G. (2011). Why and when are the self-employed more satisfied with their work? Industrial Relations: A Journal of Economy and Society, 40, 293-316. Retrieved from http://www.irle.berkeley.edu/indrel/ Hunter, M. G. (2011). Understanding the common causes of small business failures: A qualitative study. Journal of Applied Management and Entrepreneurship, 16(1), 87-104. Retrieved from http://www.huizenga.nova.edu/Jame/ Hurst, E., Pugsley, B. W., Haltiwanger, J., & Looney, A. (2011). What do small businesses do? Comments and discussion. Brookings Papers on Economic Activity, 43(2), 73-142. doi:10.3386/w17041 Hussain, I., Si, S., Xie, X. M., & Wang, L. (2010). Comparative study on impact of internal and external CFFs on SMEs. Journal of Small Business and Entrepreneurship, 23, 637-650. doi:10.1080%2F08276331.2010.10593506 Ionitã, D. (2012). Entrepreneurial marketing: A new approach for challenging times. Management & Marketing, 7, 131-150. Retrieved from.