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THE SOCIAL DYNAMICS OF THE SMALL MANUFACTURING ENTERPRISE

THE SOCIAL DYNAMICS OF THE SMALL MANUFACTURING ENTERPRISE CURRAN School o Sociology, Kingston Polytechnic f JOHN STANWORTH Small Business Unit, School o Management Studies, Polytechnic of Central London f INTRODUCTION IN a previous paper (Stanworth and Curran, 1976), we outlined an interpretation of the social dynamics of the small firm based largely on the social identity of the small firm owner-manager. In our conclusion we stressed that our interpretation was incomplete in that it concentrated on the ownermanager role with insufficient attention to other participants in the firm. Most previous literature on the small enterprise has been similarly one-sided. However, in this paper, we seek to remedy this imbalance and provide a fuller interpretation of the social dynamics of the small enterprise. Previously we noted (Stanworth and Curran 1976, pp. 102-3) that small manufacturing firm employers tend to share a distinct type of social background. For instance, they are not generally very well educated compared to those who hold equivalent positions in larger economic enterprises (Cmnd 481I , 1971,pp. 8-9; Robertsetal., 1977,p. I 13) [] Theyarealsolikelytobe I. highly socially marginal, that is, people who occupy social roles markedly discrepant with their self-defined attributes and for whom owning a business is partly a solution to the psychological http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Management Studies Wiley

THE SOCIAL DYNAMICS OF THE SMALL MANUFACTURING ENTERPRISE

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References (12)

Publisher
Wiley
Copyright
Copyright © 1981 Wiley Subscription Services, Inc., A Wiley Company
ISSN
0022-2380
eISSN
1467-6486
DOI
10.1111/j.1467-6486.1981.tb00096.x
Publisher site
See Article on Publisher Site

Abstract

CURRAN School o Sociology, Kingston Polytechnic f JOHN STANWORTH Small Business Unit, School o Management Studies, Polytechnic of Central London f INTRODUCTION IN a previous paper (Stanworth and Curran, 1976), we outlined an interpretation of the social dynamics of the small firm based largely on the social identity of the small firm owner-manager. In our conclusion we stressed that our interpretation was incomplete in that it concentrated on the ownermanager role with insufficient attention to other participants in the firm. Most previous literature on the small enterprise has been similarly one-sided. However, in this paper, we seek to remedy this imbalance and provide a fuller interpretation of the social dynamics of the small enterprise. Previously we noted (Stanworth and Curran 1976, pp. 102-3) that small manufacturing firm employers tend to share a distinct type of social background. For instance, they are not generally very well educated compared to those who hold equivalent positions in larger economic enterprises (Cmnd 481I , 1971,pp. 8-9; Robertsetal., 1977,p. I 13) [] Theyarealsolikelytobe I. highly socially marginal, that is, people who occupy social roles markedly discrepant with their self-defined attributes and for whom owning a business is partly a solution to the psychological

Journal

Journal of Management Studies – Wiley

Published: Apr 1, 1981

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