Managerial strategies in small firms
Studies of the employment relationship in small firms have tended to explore the work orientations of those employed in small firms and draw comparisons between these and their colleagues in larger corporations (Marlow, 2002). This has also been the basis for comparisons in terms of employee motivation and moral as well as for explanations of differences in rates of absenteeism and industrial unrest. This was very much the focus of small business research more than thirty years ago and this has, in many ways, set the agenda for large areas of academic debate ever since (Ingham, 1970). Indeed, the preponderance of discussion continues to surround issues of the small industrial or manufacturing enterprise rather than ‘knowledge-based’, professional service businesses that make up a growing percentage of the small business sector.