The focus of this paper is on the generation of food waste by small and micro restaurants, specifically on the perceptions of representatives of these restaurants. Do they perceive this generation of food waste as problematic, and do they perceive that they have enough knowledge about how to minimize this generated food waste? With data from a sample of 200 Dutch restaurants, which were collected through surveys and analyzed with regression analysis, we came to two key findings. The first key finding is that our respondents hardly perceive the food waste that is generated in their own restaurant as problematic. The second key finding is that they perceive they have limited knowledge about how to minimize the food waste that is generated in their own restaurant. The main influencing factor for both perceptions appeared to be the actual level of food waste generated in their own restaurant. This paper continues with a number of recommendations for future research, to apply other research techniques and to study other sectors as well. The paper ends with practical recommendations for the representatives of the small and micro restaurants, as the findings of this paper suggest a need for targeted educational and training programs to enhance food waste management in their restaurants, contributing to broader sustainability goals.
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Supporting the development of small tourism businesses has been seen by policy-makers as a valuable means of alleviating poverty in South African townships. This perspective has been endorsed by several “responsible” tourism businesses and academics. Following a literature review, this paper reports the findings of an empirical study that examined the practices of 80 micro-business owners and the factors that shape their behaviour in two South African townships. In spite of significant visitor numbers, it finds that their narrow social networks, the imbalances of power between them and intermediaries such as travel agencies and tour operators, ideas of Ubuntu and Umona, and complex family and ethnic ties all represent barriers that prevent them from developing their businesses and sharing in the material gains available through tourism. This analysis has important implications for local policy-makers and those advocating responsible tourism. For the former, it suggests a cessation of current initiatives in favour of greater regulation and alternative forms of investment. For the latter, it implies a need to reassess the utility of advocating responsible tourism to consumers in a context where they do not understand the dynamics which fashion what is on offer or the implications of their choices.
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Vast empirical evidence underscores that exporting firms are more productive than non-exporters. As governments accordingly pursue export-promoting policies we are interested in the firmness of these conclusions with respect to African small and medium sized enterprises (SMEs) and the influence of the destination of export trade. Using a micro-panel dataset from five African countries we confirm the self-selection. We apply propensity scores to match exporters and use a difference-in-difference methodology to test if African SMEs experience productivity gains because of export participation. Results indicate that African firms significantly learn-by-exporting. Manufacturers obtain significant performance improvements due to internationalization although this effect is moderated by export destination. Firms that export outside Africa become more capital intensive and at the same time hire more workers. In contrast we find evidence that exporters within the African region significantly downsize in capital intensity. Results regarding skill-bias of internationally active firms are mixed, where exporters within the region expand in size and hire more relatively unskilled workers.
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Although critical differences exist between large companies and small- and medium-sized enterprises (SMEs), limited empirical research has been done on human resource (HR)-related corporate social responsibility (CSR). In this paper we study aging workforce management (AWM) as a component of CSR. Our study was conducted in the Netherlands through a randomly distributed online questionnaire. Managers and team leaders of 201 SMEs responded. The data were analyzed using multiple hierarchical regression analysis. Our results are twofold: first, findings suggest that CSR policies in micro organizations with fewer than five employees seem to be strongly associated with AWM; and second, that companies with a focus on integration of older workers in daily activities do not perceive their actions as HR-related. Using AWM as part of CSR helps to give insight into the role of the owner, company size and the nature of implicit CSR practices. Our study demonstrates that the use of AWM in CSR research can lead to valuable insights and therefore, our overarching research question is answered that AWM can be used when studying CSR. © 2012 Blackwell Publishing Ltd.
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Om actief te kunnen deelnemen aan de samenleving, moet iemand toegang hebben tot financiële diensten. Onze samenleving wordt steeds meer divers, mobiliteit en sociale media beiden nieuwe kansen voor ondernemende mensen. Ondernemers zijn niet meer plaats gebonden en kennen geen grenzen als zij markten verkennen. Werk en ondernemen worden steeds meer in combinatie opgepakt. Oude vormen ondernemen en werken verdwijnen snel. Deze hybride vormen van ondernemen vragen om een kijk op financiële ondersteuning. Banken die daar niet op inspelen zullen zien dat mensen zelf het heft in handen nemen. Crowdfunding, P2P platforms, en informele spaar – een leen groepen komen snel op als reactie daarop. Mensen willen weer zeggenschap en controle hebben over hun geld. In het buitenland is gebleken dat microfinanciering een goed instrument is om mensen die buitengesloten zijn, weer bij de maatschappij te betrekken ( Financial Inclusion). Microfinanciering leert anders te denken over geld en ondernemend handelen. Microkredieten bewijzen dat je waarde kunt genereren door maatschappelijk verantwoord handelen en de relatie tussen mensen en organisaties weer centraal te stellen. Ondernemende mensen, die worden ondersteund door microfinanciering, blijken vaker voor nieuwe (meng)vormen van ondernemen te kiezen, waarbij het sociale of maatschappelijk belang ook een belangrijke rol speelt ( New Entrepreneurship). Nederland en andere Europese landen kunnen veel leren van de ontwikkelingen die door microfinanciering in ontwikkelingslanden zijn ingezet. Door terugkoppeling (Reversed Transfer of Knowledge South – North) kan deze kennis bijdragen aan de totstandkoming van meer klantgerichte financiële diensten voor ondernemende mensen, ongeacht hun nationaliteit of sociaal-economische status.
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Small and Medium Enterprises (SME) comprise 99% of the European-economy, though, most research and implementation methods concerning Business Process Management Systems (BPMS) focus on large enterprises. We create a BPMS implementation method that is suitable for SMEs. Based on three existing BPMS implementation methods and by incorporating differentiators of SMEs and large enterprises a BPMS implementation method is constructed. The constructed method is validated through a series of interviews with BPMS implementation experts. Experts agree with the constructed method though discussion arise on a more detailed level of activities in the method.
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The complexity of Information Technology (IT) is increasing; so are customer expectations. Consequently it is not easy for especially small and medium enterprises (SMEs) to keep track of all IT-developments, let alone leverage them in business operations with the aim to satisfy increasingly demanding customers. This also holds for the health care sector. This research is focussed on first line health care, and deals with the following research question; ‘which IT capabilities do SMEs within the first line health care sector need to have at their disposal in order to reach Business/IT-Alignment (BITA) maturity?’ Using the best practices ITIL, ASL and BiSL (cf. Bon, et al. 2007), IT capabilities are formulated. Based on the theory of Luftman (2000) business/IT-alignment and maturity is measured. Quantitative research of 123 first line health care SMEs in the Netherlands, confirms a moderate to strong correlation between the IT capability constructs ‘Organisation’, ‘Processes’, ‘Knowledge’ and ‘People’ on the one hand, and BITA maturity on the other. The results indicate that SMEs within the first line health care sector should invest in IT capabilities related to the enterprise's ‘Organisation’ and ‘Processes’ to strive for increased business and IT maturity.
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Purpose: The purpose of this study is to find determinants about risk resilience and develop a new risk resilience approach for (agricultural) enterprises. This approach creates the ability to respond resiliently to major environmental challenges and changes in the short term and adjust the management of the organization, and to learn and transform to adapt to the new environment in the long term while creating multiple value creation. Design/methodology: The authors present a new risk resilience approach for multiple value creation of (agricultural) enterprises, which consists of a main process starting with strategy design, followed by an environmental analysis, stakeholder collaboration, implement ESG goals, defining risk expose & response options, and report, learn & evaluate. In each step the organizational perspective, as well as the value chain/area perspective is considered and aligned. The authors have used focus groups and analysed literature from and outside the field of finance and accounting, to design this new approach. Findings: Researchers propose a new risk resilience approach for (agricultural) enterprises, based on a narrative about transforming to multiple value creation, founded determinants of risk resilience, competitive advantage and agricultural resilience. Originality and value: This study contributes by conceptualizing risk resilience for (agricultural) enterprises, by looking through a lens of multiple value creation in a dynamic context and based on insights from different fields, actual ESG knowledge, and determinants for risk resilience, competitive advantage and agricultural resilience.
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Bedrijfsoverdrachten leiden tot innovatie en groei in het mkb. In 2011 is voor het eerst onderzoek gedaan naar de economische gevolgen van bedrijfsoverdrachten (Van Teeffelen, 2012). Wat is de situatie eind 2014, begin 2015? Steekproef vergelijkbaar met 2011 Er is een random steekproef van 4350 ondernemers getrokken in drie rondes. 2428 ondernemers hebben deelgenomen aan het onderzoek. De dataset is goed vergelijkbaar met de trekking in 2011. Kwaliteit en aantal bedrijven in overdracht is toegenomen Het aantal bedrijven in de verkoop is sterk gestegen: van 23.500 in 2011 naar 55.700 bedrijven nu. 10% van alle bedrijven met personeel staat nu te koop, een verdrievoudiging in vergelijking tot 2011. De kwaliteit van de bedrijven is toegenomen. Bedrijven zijn gegroeid in personeelsleden van 5,8 naar 7,3 fte. Het zijn vooral familiebedrijven die nu in de verkoop staan. Verkopende ondernemers beschikken over meer aan- of verkoopervaring, de bedrijven zijn minder afhankelijk van de ondernemer, de vraagprijs bij verkopende ondernemers lijkt realistischer. Verkopende ondernemers exporteren meer. Het percentage bedrijven dat kansrijk is bij verkoop is gestegen van 44% naar 53%. Punt van zorg is de toename van de ondernemersleeftijd bij verkoop: van begin vijftig in 2011 naar zestig jaar in 2014/15. Kwaliteit en aantal bedrijven in opheffingen afgenomen Het aantal bedrijven in opheffing is afgenomen van bijna 59.000 in 2011 naar 53.000 in 2014/2015. De kwaliteit van de bedrijven in opheffing is sinds 2011 achteruit gegaan. Zij zijn in personeelsomvang gekrompen en lopen achter qua innovaties. Ook zijn bedrijven in opheffing minder kansrijk geworden bij een eventuele verkoop. Bij opheffingen gaan jaarlijks 2,0% van alle banen in Nederland verloren. Economische effecten van bedrijfsoverdrachten fors gestegen. Bij overdrachten staan nu 7,1% van alle voltijdsbanen op het spel. Het afbreukrisico voor de Nederlandse economie is sterk toegenomen. Het werkgelegenheidsverlies als gevolg van mislukte overdracht is in vergelijking tot 2011 verdubbeld, de omzetderving en kapitaalvernietiging zijn verviervoudigd.
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Lectorale rede
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