Managerial practices supporting the Growth of Small Business

Closes:

Introduction 

The evolution of the economic and, above all, technological context has generated new and relevant challenges for organizations, first of all ensuring a flexible reaction to the change, which could be considered as an opportunity and not as an obstacle. This new characteristic required from the organization reveals even more the inadequacy of the system built on a scientific and rational basis, which proved to be too rigid, especially due to the hierarchical structure that distinguished it.


In particular, the idea of maximizing the company's prosperity cannot be achieved with an intervention restricted to structural variables, leaving out both the human component and the interaction of the organization with the context and the external environment. These two additional variables become very important with post-modernism and they change the same concept of business, which is no longer considered a closed system and detached from the surrounding environment, but an open system that continuously interacts and is in contact with it.


The organization thus becomes a complex system, in relation to which a scientific and rational approach proves to be unsuitable, since this system is naturally subjected to external influences of instability and uncertainty. The more the surrounding environment proves to be unstable, the more the organization will have to adopt a flexible, decentralized structure with a high level of propensity for change and innovation.


In this changed context, it is well realized how the interest in the new variables of organizational intervention has pursued the parallel need to equip the organization with subjects and roles specifically competent in ensuring the system cohesion and coherence. Conceiving the company as an open system, subject to external change, creates the need to ensure a high level of unity and integration, so that the company acts as a single system against uncertainties. The rediscovered interest in the human factor, at the basis of the school of Human Relations, makes it clear how the organization unity cannot be guaranteed but for interventions that are really motivational and encouraging stimuli for the subjects that are part of it.

 

List of topic areas

  • Leadership and effective managerial practices
  • Types and roles of managers within the organization
  • Effective management of organizational resources
  • Understanding and applying the dimensions of emotional intelligence in maximizing human potential
  • Validating the organizational climate measure
  • Managerial practices, productivity and innovation

 

Guest Editors


Marco Valeri

Niccolò Cusano University, Italy

[email protected]


Claire Seaman,

Queen Margaret University in Edinburgh, Scotland

[email protected]  

 

Submissions Information

Submissions are made using ScholarOne Manuscripts. Registration and access are available at:   https://mc.manuscriptcentral.com/ebrev


Author guidelines must be strictly followed. Please see:   https://www.emeraldgrouppublishing.com/journal/ebr#author-guidelines

Authors should select (from the drop-down menu) the special issue title at the appropriate step in the submission process, i.e. in response to ““Please select the issue you are submitting to”. 

Submitted articles must not have been previously published, nor should they be under consideration for publication anywhere else, while under review for this journal.

 

Key deadlines

Opening date for manuscripts submissions: 01/09/2022
Closing date for manuscripts submission: 30/05/2023    

For additional information or queries about this special issue contact [email protected]