Why should banks provide entrepreneurship training seminars?

Alex Coad*, Julian S. Frankish, Richard G. Roberts, David J. Storey

*この研究の対応する著者

研究成果: Article査読

10 被引用数 (Scopus)

抄録

This article examines an apparent contradiction at the heart of the provision of management training and advice for new and small firms. Assessments using self-report data show high levels of satisfaction, implying that the training/advice is effective and appreciated. In contrast, assessments using robust statistical methods point to modest, or even zero, impact upon firm performance. Accordingly, our core research question explores whether there is an identifiable performance benefit of management training or whether impact is limited to emotional attachment to the training provider – reflected in enhanced loyalty. We test this by examining the effects of a bank seminar provided for new enterprises and find it had no significant effects on either the survival or sales growth of participants. However, those new enterprises who participated in the seminar were significantly less likely to switch to a rival bank, implying the seminars may have induced a feeling of loyalty among clients. Finally, we discuss the implications for theory, for the bank and for the providers of training for new and small firms more widely.

本文言語English
ページ(範囲)733-759
ページ数27
ジャーナルInternational Small Business Journal
34
6
DOI
出版ステータスPublished - 2016 9月 1
外部発表はい

ASJC Scopus subject areas

  • ビジネスおよび国際経営

フィンガープリント

「Why should banks provide entrepreneurship training seminars?」の研究トピックを掘り下げます。これらがまとまってユニークなフィンガープリントを構成します。

引用スタイル