The European Commission (EC) is updating the definition of small and medium sized enterprises (SMEs) following widespread consultation. The EC is focusing on a redefinition of the financial ceiling criterion rather than the ceilings in relation to the number of persons employed in categorising SMEs as micro, small or medium. The retention of a ceiling of 250 employees as the overall employment criterion for SMEs has a major drawback in that it assumes that all firms from micro to medium have broadly similar organisational and managerial processes. Some researchers contend that organisational size based on employee numbers is an important underpinning factor in the way these processes are emphasised. The analysis presented indicates that while size is important, it does not have a significant impact on the managerial and organisational processes examined. These findings lend some support for the retention of the existing size criterion in the definition of SMEs.
Article navigation
1 February 2004
Research Article|
February 01 2004
Testing the homogeneity of SMEs: The impact of size on managerial and organisational processes Available to Purchase
Nicholas O'Regan;
Nicholas O'Regan
Centre for Interdisciplinary Strategic Management Research, Middlesex University Business School, London, UK
Search for other works by this author on:
Abby Ghobadian
Abby Ghobadian
Centre for Interdisciplinary Strategic Management Research, Middlesex University Business School, London, UK
Search for other works by this author on:
Publisher: Emerald Publishing
Online ISSN: 1758-7107
Print ISSN: 0955-534X
© Emerald Group Publishing Limited
2004
European Business Review (2004) 16 (1): 64–77.
Citation
O'Regan N, Ghobadian A (2004), "Testing the homogeneity of SMEs: The impact of size on managerial and organisational processes". European Business Review, Vol. 16 No. 1 pp. 64–77, doi: https://doi.org/10.1108/09555340410512411
Download citation file:
Suggested Reading
Time for leaders to reveal the “right stuff”: Tough times call for a winning culture
Development and Learning in Organizations: An International Journal (October,2009)
Infusing strategic planning with psychoanalytic insight: an exploratory case study
Journal of Work-Applied Management (November,2021)
Developing Strategies for International Business. The WRAP Process
European Journal of Marketing (May,2006)
Down with strategy: in defense of short-term thinking
Strategic Direction (March,2007)
Nature and antecedents of a marketing approach according to Italian SME entrepreneurs: A structural equation modeling approach
International Journal of Entrepreneurial Behavior & Research (June,2011)
Related Chapters
Relational Dynamics and Technology: Stimulating Innovation With Novel Human Resources Techniques
Bleeding-Edge Entrepreneurship: Digitalization, Blockchains, Space, the Ocean, and Artificial Intelligence
Role of Digital Leadership in The Transformation of Mentor–Mentee Relationships: Case of Slovenia
Digital Mentorship: Bridging AI-Human Divide in the Era of Industry 5.0
Social Media in HRM: A Humanistic Management Perspective
HRM 4.0 For Human-Centered Organizations
Recommended for you
These recommendations are informed by your reading behaviors and indicated interests.
