Dissertation代寫范例-商機：中小企業。本篇內容是本站提供的dissertation論文代寫范文，該篇dissertation主要內容是講述以下論文證明了“將想法轉化為商業機會是商業創造過程的關鍵要素”這一說法。小企業基本上可以定義為員工人數較少的企業。然而，定義小企業并不是那么容易。小企業的定義取決于很多事情，比如公司所在的行業和所在的國家。下面就一起來看一下這篇dissertation代寫范文內容。

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.

小型企業公司

介紹

以下論文證明了“將想法轉化為商業機會是商業創造過程的關鍵要素”這一說法。小企業基本上可以定義為員工人數較少的企業。然而，定義小企業并不是那么容易。小企業的定義取決于很多事情，比如公司所在的行業和所在的國家。（英格蘭銀行，2004年，1-10）

在小企業中，沒有等級制度或指揮鏈。當一家大企業可能已經制定了難以改變的運營方式和既定程序時，小企業往往會更加靈活。它還可以快速決定是否可以做所需的事情。

小企業的員工數量很少，因此組織結構的發展沒有太多的正式性。通常，這種形式的缺乏伴隨著高度保密，或者只是假設人們知道正在發生的事情以及為什么要做出改變。很少交流使用特定組織結構的原因。

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)

隨著業務的變化，特別是當增加新員工時，審查業務的組織結構可能會有所幫助。與其希望人們學會適應和相處，不如仔細思考與企業中每個職位相關的責任以及這些職位之間的關系，這通常會更有成效。沒有兩個小企業的組織是相同的，因為不同企業的經理、員工、家庭和所涉及的工作各不相同。（Pakroo，2004，79-91）

間斷均衡理論（PET）提供了一個有用的分析框架，該理論已從進化生物學改編為管理理論。使用PET的研究人員通常關注三個概念：進化期、革命期和深層結構。從PET的角度來看，可以認為組織發展的特點是穩定的進化變化期，偶爾會被快速變化期打斷。

例如，一個組織的信息系統可以被視為一種深層結構。管理行為可以延續或削弱現有結構。PET表明，對標點符號的行為變化會導致結構變化。例如，根據公司戰略改變信息系統戰略和實施的決定可以被視為對短期急劇、廣泛變化（標點符號）的深層結構的改變。

從這個角度來看，成長的決定也可以被視為一個標點符號，而信息系統則是一個深層結構，可能會隨著管理團隊對標點符號的反應而發生變化。（Ang，1991，1-13）

考慮增長的小企業必須意識到過渡階段對公司內部非正式溝通和內部透明度的影響。這項研究清楚地說明了制定程序的必要性，以確保內部透明度不會受到不當影響并成為一個重大問題。一種方法是計劃一種過渡，包括更正式的做法，其中可能包括增加信息系統的使用，以交換跨職能信息。（Pakroo，2004，79-91）

需要對各組織的能力進行IS評估。除了基本的通信支持外，對適當的管理訪問和系統安全性的關鍵評估也很重要。現階段的兩個首要問題應該是，信息系統是否能夠及時獲取和提供向最高管理層提供內部透明度所需的正確管理信息，以及人們是否在使用這些信息？最后，還有另一個認識問題；理解轉型后小公司的溝通實踐將在下一個轉型期再次頻繁變化。

以內部透明度為指導，對企業結構和組織特征的修改應該需要對溝通實踐進行相應的修改。正如在一個階段創造成功的結構和組織特征必須在下一階段發生變化一樣，溝通實踐也必須發生根本性的變化。（英格蘭銀行，2004年，1-10）

理論觀點

小企業和信息技術文獻在處理具體的采用決定和實施做法方面取得了相當大的進展。我們的貢獻在于了解小企業信息系統在組織進入增長階段時發生變化的過程。為此，我們將整合三個研究視角。首先，對小企業文獻進行了概述。

其次，我們開發并定義了一個結構，即內部透明度，它反映了管理團隊對組織活動和結果的理解程度，這在一定程度上取決于團隊的溝通行為。最后，對小企業增長模式及其管理團隊行為框架，特別是信息共享和溝通行為進行了審查。（英格蘭銀行，2004年，1-10）

小企業

定義小企業是一個有爭議的話題。和許多作者一樣，我們采用了美國小企業管理局常用的定義：小企業是獨立擁有和經營的，在其經營領域不占主導地位。在我們對小企業的討論中，我們排除了員工少于5人的微型企業，并將注意力集中在對增長感興趣的小型制造業企業上。

對于這些企業來說，競爭優勢的一個重要來源是保持靈活性和對商業環境的反應能力。雖然這種適應性在過渡時期是有益的，但小企業比大公司更容易受到資源限制的挑戰，如獲得金融資本、技術或管理技能，這些往往會大大減少管理層可選擇的選擇的數量和類型。（ACOST，2000，78-90）

小企業的特點通常是組織層級扁平，與同事關系密切，這被認為有助于有效的溝通實踐，通常由非正式渠道組成，并通常在需要時面對面進行，而不是通過定期安排的會議、正式的狀態報告或結構化的簡報。這些渠道被認為是小型企業環境的一大優勢，提供了卓越的運營靈活性和響應能力。這些溝通實踐使小企業經理能夠很好地了解公司內部的情況。（Birley，1999107-117）

然而，在小企業發展過程中，這種意識受到了威脅，因為組織結構的變化，如組織復雜性、形式化和集中化的程度，破壞了現有的工作方式。此外，隨著增長的發生，管理能力的限制意味著，隨著新的行為被用來管理成長中的公司，現有行為的頻率會進一步降低。隨著小企業經歷這些變化，成功企業和不成功企業之間的一個區別因素是，成功企業的行為是“對大企業的預期”。這些公司在增長之前主動為更大的企業奠定基礎，從而先發制人，避免了可避免的增長障礙，如被動管理。（Sitarz，2002，56-61）

成長階段理論提供了一種可預測性的衡量標準，即在預期變得更大時會發生什么。然而，盡管有關于增長理論階段的重要文獻，但它側重于企業層面的分析，并描述了在某個增長階段可能存在的特征（特別是與復雜性、形式化和集中化有關的特征）。很少有文獻描述這些特征或管理行為在成長階段開始時的演變，尤其是在個人或管理團隊層面。（Pakroo，2004，79-91）

這是令人驚訝的，因為人們普遍認為，由于增長，管理者被從業務運營中除名，這在溝通、協調和控制領域造成了廣泛的困難。出現這些問題的動態過程似乎沒有得到充分的研究。隨著增長，管理團隊減少了對日常事務的參與，開始從許多來源間接接收信息。隨著組織復雜性和形式化的增加，非正式溝通做法可能不再提供必要的管理信息。

因此，我們預計，小企業增長的結果將是管理層的溝通行為將發生變化，而這些變化將在多大程度上限制或促進決策所需信息的可用性，從而影響業務結果。

雖然階段模型被批評為理論上的和簡單化的，但它們有助于理解企業應該改變的組織方面。然而，它們在回答我們的研究問題時是無效的，這些問題集中在事物為什么以及如何變化上。由于這項研究的重點是生長期的開始，在開始之后但在確定成功之前，生長階段模型將確定我們所處的位置、預期的特征，也許是下一個平穩期的特征，但不幸的是，其他幾乎沒有。（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，雖然我們的調查是由增長階段理論提供的，但間斷均衡理論是所調查的小企業增長類型的一個更合適的框架。Newman和Robey（1992）提出，PET可能是組織內IS發展建模的有用視角。此外，Sabherwal等人（2001）使用PET來研究戰略業務與信息系統一致性之間的關系。（Pakroo，2004，79-91）

通過對三個大型組織的案例研究，他們發現可以使用PET透鏡來分析組織IS的演變，包括持續的錯位期。如前所述，一個組織的信息系統可以被視為一個深層結構，改變公司戰略的決策是標點符號，隨著時間的推移而變化是為了在組織內恢復平衡。本研究遵循Sabherwal等人的觀點，將商業戰略的變化視為一個標點符號。（科恩，2005119-131）

小企業與信息系統

雖然傳統上認為小企業不愿意投資于信息系統，但過去十年的證據表明，所有者和管理者對小企業信息系統的認識和管理有所提高。IS的研究考慮了各種各樣的情況。首先，對技術采用問題進行了調查，其中確定了總裁/CEO的角色、感知的有用性或相對優勢以及易用性等因素。

同樣，Harrison等人（1997）使用計劃行為理論來解釋小企業高管在IS決策方面的行為。還發現了執行情況。小企業主對IS的態度被認為是決定實施成功的一個重要因素。培訓和持續的用戶支持是實施后的其他重要問題。（科恩，2005119-131）

這項研究中的一個重要的共同主題經常將總統作為企業高管和決策者的角色與他作為個人用戶的角色混為一談，考慮到總統在制定組織采納決策中的核心作用，這是合理的。一般來說，了解管理者的個人角色被認為是理解小企業采用和實施is方式的關鍵。（ACOST，2000，78-90）摘要

小企業的一個積極特點是組織內部的緊密溝通和協調。這些企業在資金、管理時間和專業知識方面都受到嚴重限制。在成長時期，這些條件會給組織帶來壓力，并可能導致信息共享和溝通行為的變化，這可能會對內部透明度產生影響。隨著公司的發展，增加對信息系統的使用可能會提高公司的內部透明度。

然而，我們感興趣的是，現有的信息系統將不再支持內部透明度，以及這將如何進一步影響正在進行的溝通實踐。理解這種影響至關重要，因為如果沒有必要的溝通，組織可能會發現自己無法維持其活動，更不用說發展了（Pakroo，200479-91）。我們已經制定了內部透明度的定義，以幫助我們理解和討論信息共享和溝通行為的變化如何影響管理決策，這使我們能夠進一步研究小企業增長和組織信息系統之間的關系。在下一節中，我們將介紹我們用來理解這些過程的研究網站和項目。（Birley，1999107-117）

分析模型

對小企業面臨的現狀進行了PEST分析。我們面臨的最重要的問題是美國和其他地方的政治問題。由于西非的戰爭，鉆石開始從塞拉利昂和安哥拉飽受戰爭蹂躪的油田流出，而在俄羅斯，礦場由當地控制，而不是與小企業合作。僅這些挑戰就對小企業目前對其他行業的影響力構成了威脅。

由于這些挑戰，我們發起了一場品牌宣傳活動，試圖為消費者打造小企業鉆石品牌。這場運動是在美國進行的，從法律上講，整個小企業集團——其官員、運營和營銷結構——都違反了美國反壟斷法。

這禁止小企業在美國直接銷售。此外，我們需要利用的一個政治問題是美國幫助重建非洲的外交政策。這些政治問題將在建議部分進一步討論。（Hillstrom，2002，90-117）

從經濟角度來看，預計今年美國的鉆石銷量將激增。這強調了一個事實，即如果我們要繼續成為一家成功的公司，我們就需要在美國的營銷和銷售工作中無拘無束。我們面臨的另一個經濟問題是，鉆石的歷史價格正在趨于平穩，甚至可能隨著新的鉆石來源的發現而下降。

這種價格下跌可能對小企業和整個鉆石行業造成毀滅性影響，需要不惜一切代價避免。我們面臨的另一個重大經濟問題是我們穩定鉆石價格的方法。我們目前用來控制鉆石供應，更具體地說，控制鉆石價格的庫存正在蠶食我們的利潤，導致庫存價格低。我們的股東，其中21%來自美國，開始對我們的低股價表示異議。

因此，很明顯，小型和大型組織的管理風格各不相同。具有民主和不太正式文化的團隊管理似乎是小公司實施的一種風格。同時，大公司傾向于遵循權威、等級、正式和服從的管理風格。

這可以通過上述規劃、決策、聯系以及組織文化的管理來建立。鑒于以正確的方式指導員工以高標準執行任務的需求是基本的，因此，小型企業和大型企業的管理者都需要具備良好的溝通流和管理技能。因此，可以得出結論，小型企業的管理與大型企業的管理并不完全相同。（Birley，1999107-117）

工具書類

ACOST（科學和技術咨詢委員會）（2000年）《企業挑戰：克服小企業增長障礙》，HMSO：倫敦。第78-90頁

Ang，J.S.（1991）“小企業的獨特性與財務管理理論”，《小企業金融雜志》，1（1），第1-13頁。

英格蘭銀行（2004）《小企業融資》，英格蘭銀行的說明，1月1日至10日

Birley，S.（1999）。“網絡在創業過程中的作用”，《商業冒險雜志》107-117。

科恩，威廉A.（2005）。營銷計劃。新澤西州霍博肯：威利。第119-131頁。

費萊克，馬克斯（2002）。如何建立自己的小企業。明尼蘇達州明尼阿波利斯：美國小企業協會。第111-132頁。

希爾斯特羅姆，凱文。(2002). 小企業百科全書。2卷，底特律，蓋爾研究。第90-117頁。

Ostgaard，T.A.和S.Birley（1994）。“個人網絡與企業競爭戰略——戰略匹配還是巧合匹配？”《商業冒險雜志》第9期，281-305頁。（Ostgaard&Birley，2004281-305）

Pakroo，Peri.（2004）。小型企業創業工具包。加利福尼亞州伯克利：Nolo，Green，Charles H.為小企業融資。馬薩諸塞州雅芳：亞當斯傳媒公司。第79-91頁。

西塔茲，丹尼爾。(2002). 小企業管理表格大全。Carbondale，伊利諾伊州：Nova出版社。第56-61頁。

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