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The common argument for the small business is that there simply is no strategy; that small businesses react heuristically to events, guided by the whims and passions of the owner-manager. Strategy, however, can be looked at from a behavioural perspective, as opposed to the more normative strategic planning schools that small firms rarely abide by. This concept of strategy as 'behaviour' encompasses the actions of the owner-manager, the context of the small firm, and the consequences of the actions taken. It looks at strategy as part deliberate and part emergent, allowing for the inclusion of both external influences and internal decision making. Grounded theory research on small firms in Malta has in fact shown strategy to be a dynamic phenomenon, one that can be viewed as a set of defined pathways between identifiable life cycle states. The paper shall outline the research findings that have identified five distinct patterns of small firm strategic behaviour, each with its own unique trajectory and performance implications. Understanding which strategic pathway a small firm belongs to allows for a comprehensive insight into the firm's competitive behaviour, and a prediction of the consequences of that behaviour.

The study of patterns of small firm strategic behavior, or strategic orientation, is gradually gaining prominence in the literature. Strategic behavior is a consequence of various antecedents, such as the prevalent management philosophy and environmental dynamism. It, in turn, determines the particular engineering stance adopted, structures and processes deployed, and ultimately, organizational performance. The purpose of this paper is to critique, enhance and extend a model proposed by Aloulou and Fayolle (2005) that is focused particularly on the entrepreneurial orientation of small firms. A model is proposed for small firm strategic orientation that is based on a configurational approach, and applies the concepts of the adaptive cycle and the firm's lifecycle. The rationale for, and the various dimensions of the proposed model are described, and recommendations made for future research on small firm strategic behavior.

Increasing concerns towards environmental issues (transportation emissions, global warming, depletion of natural resources) in today's global economy has resulted in the need for businesses to be more environmentally friendly and act in an environmentally responsible manner. Like most developed nations, the UK has placed significant importance on the need for more sustainable business operations. However the smooth adoption and implementation of these green practices by businesses is slow due to challenges such as lack of awareness, cost, resourcing, legislation, and incorporation into existing business processes. Green practices are often assumed by SMEs to involve significant expense, and in some cases even unaffordable. Particularly during the recent time of recession, focus has been on keeping SMEs afloat rather than making substantial investment in what are perceived to be 'nice to have' green initiatives. SMEs sometimes also cite lack of knowledge of how to implement green initiatives and lack of support for such activity. The focus of this research is Scottish food and drink sector, which plays a vital role contributing nearly {pound}10bn yearly to the economy. However, this positive contribution of the sector to the economy sits in tension with the fact it also generates a substantial amount of waste (estimated to generate 2 million tonnes of waste annually), and thus has costly negative impacts on the environment. This paper forms part of a larger doctoral study on green supply chain initiatives in Scottish SMEs. Specifically, the research has been set up to explore the various factors motivating and inhibiting the adoption of green initiatives by food and drink businesses. In this paper, the focus is on a review of the literature that was undertaken to establish some initial motivators and inhibitors among SMEs across a range of sectors. These were then explored further in a pilot study among six small firms in the food and drink sector Scotland. This qualitative pilot study was undertaken using ...

This exploratory research study examines the experiences of a purposive sample of leaders of Social Enterprises (SEs) in Scotland to discover how leaders deal with the challenges of running this type of organisation at a period of financial constraint, yet where SE is proposed by politicians as a panacea for dealing with social and community development. The method consists of semi-structured interviews undertaken with a purposive sample of leaders from a range of SEs. Findings suggest that respondents are aware of, and seeking to address, threats to their existence from funding cuts. There are differences regarding approach or emphasis, and the challenge of balancing philanthropy with commercial health seems significantly to impact on the design and purpose of organisations. The best leadership practice combines ideological fervour with commercial acumen. The ability of SEs to survive depends not only on the quality of their outputs, but also on flexibility of structure and culture and stakeholder commitment. Good leaders are aware of these complexities and seek to respond to them. Recommendations are made for development interventions to support SEs as they deal with the challenges described above. If the future of SE in Britain relies on its ability to operate commercially, this study offers original and useful insights into some of the challenges for leaders in achieving their aims, not least that of securing survival. At an early stage of the Conservative administration, and its promotion of the so-called Big Society theme, this study sheds unique light on the perceptions of those who might carry this vision forward, and the challenges they face. Further research with a wider sample is proposed to extend understanding of the issues.