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Table 5 Contd. Manufacturing 2.17 1.24 Lack of interest and dissatisfaction in work Services 3.13 1.26 or at the work place Agriculture 2.33 1.53 Negative influences by the family Manufacturing 3.75 1.19 Services 2.96 1.57 Agriculture 2.33 0.58 Table 6. Influence of business sector on the causes of business failure. Arasti 7497 3.538 0.037 1.872 0.165 Causes of business failure Business sector Business sector Mean difference Manufacturing Service Agriculture -0.13 -2.04* Inaccurate evaluation of project Lack of interest and dissatisfaction in work or at the work place Services Agriculture Manufacturing Services Agriculture failure in different context of a developing country and could be an introduction to future studies. In this study, we used an unlimited sample to study more cases of failed businesses. Future studies on a large and homogenous sample can lead to a better result. We examined the entrepreneurial characteristics of failed business-owners/managers and found a low or moderate level in most of these characteristics. Other studies could investigate on the impact of failed business owner/ manager's characteristics in business failure. This study indicated the influence of gender on the causes of business failure. More investigation on a sample of unsuccessful women business owners/ managers is needed to better understand the phenolmenon of business failure in this particular population. The difference in the causes of business failure by business sector asks for more investigation on each business sector. In addition, future researches could study the causes of business failure in different phases of establishment or growth. Future research can study the influence of push and Manufacturing 0.13 Agriculture -1.92 Manufacturing 2.04* Service 1.92 Service -.958* Agriculture -0.17 Manufacturing 0.958* Agriculture 0.79 Manufacturing 0.17 Service -0.79 pull factors that motivate people to start a business to know whether those different motivations at start-up influence business failure. The inter-country study on business failure and post-failure process is also an interesting area of research. REFERENCES Ahmadpour M, Moghimi M (2006). Fundamental of entrepreneurship. University of Tehran press. Farandish. Tehran (in Persian). Ahmad NH, Seet P (2010). Dissecting Behaviours Associated with Business Failure: A Qualitative Study of SME Owners in Malaysia and Australia. Asi. Soc. Sci., 5(9): 98-104. Berryman J (1983). Small Business Failure and Bankruptcy: a Survey of the Literature. Eur. Small Bus. J., 1(4): 47-59. Bickerdyke I, Lattimore R, Madge A (2000). Business Failure and Change: An Australian Perspective. Productivity Commission Staff Research Paper. AusInfo. Canberra. [online], http://129.3.20.41/eps/lab/papers/0105/0105002.pdf. Bosma N, Acs ZJ, Autio E, Coduras A, Levie J (2009). Global Entrepreneurship Monitor 2008 Executive Report. [online], www.gemconsortium.org/download.asp?fid=849. Bruno AV, Leidecker JK, Harder JW (1987). Why Firms Fail?. Bus. Horizons, 30(2): 50-58.
7498 Afr. J. Bus. Manage. Burns P (2001). Entrepreneurship and Small Business. Palgrave. London. Cardozo R, Borchert P (2004). The Disappearance of Business. [online], http://www.babson.edu/entrep/fer/BABSON2003/II/II- P2/Chapter1.htm European Federation of Accountants (FEE) (2004). Avoiding Business Failure: A Guide for SMEs. FEE Guide. [online], http://www.fee.be. Everet JE, Watson J (1998). Small Business Failure and External Risk Factors. Small Bus. Econ., 11(4): 371-90. Gaskill LR, Van Auken H E, Manning RA (1993). A Factor Analytic Study of the Perceived Causes of Small Business Failure. J. Small Bus. Manage., 34(4): 18-31. Gholami M (2008). Survey of the Failure Causes of Unsuccessful Entrepreneurs in Iran. M.Sc. dissertation. Sharif University of technology. Tehran. Iran (in Persian). Liao J (2004). Entrepreneurship Failures: Key Challenges and Future Directions. In Welsch (eds) Entrepreneurship: the Way Ahead, UK: Routledge, pp. 133-150. Liao J, Welsch H, Moutray CH (2009). Start‐up Resources and Entrepreneurial Discontinuance: the Case of Nascent Entrepreneurs. J. Small Bus. Strateg., 19(2): 1-15. Ooghe, H, Waeyaert N (2004). Oorzaken van faling en falingspaden: Literatuur overzicht en conceptueel verklaringsmodel. Economisch en Sociaal Tijdschrift, 57: 367-393. Ooghe H, De Prijcker S (2008). Failure Process and Causes of Company Bankruptcy: a Typology. Manage. Decis., 46(2): 223-242. Oparanma AO, Hamilton DI, Zep-Opibi I (2010). Diagnosis of the Causes of Business Failures: A Nigerian Experience. International J. Manage. Innov., 2(1): 31-44. Pretorius M (2009). Defining Business Decline, Failure and Turnaround: a Content Analysis. SAJESBM NS. 2(1): 1-16. Stokes D, Blackburn R (2002). Learning Hard Way: the Lessons of Owner-Managers who have closed their Businesses. J. Small Bus. Enterp. Dev., 9(1): 17-27. World Bank (2011). Doing business 2011: making a difference for entrepreneurs, [online], http://www.doingbusiness.org/~/media/FPDKM/Doing%20Business/D ocuments/Annual-Reports/English/DB11-FullReport.pdf Wu W (2010). Beyond Business Failure Prediction. Expert Syst. Appl., 37: 2371-2376.
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African Journal of Business Managem
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Editors Prof. Wilfred Isioma Ukpere
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Electronic submission of manuscript
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Fees and Charges: Authors are requi
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Table of Contents: Volume 5 Number
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7166 Afr. J. Bus. Manage. the high
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7168 Afr. J. Bus. Manage. Cargo mov
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7170 Afr. J. Bus. Manage. has produ
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7172 Afr. J. Bus. Manage. resources
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7174 Afr. J. Bus. Manage. celebrate
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7176 Afr. J. Bus. Manage. effective
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7178 Afr. J. Bus. Manage. interacti
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7180 Afr. J. Bus. Manage. firstly,
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7182 Afr. J. Bus. Manage. TQM pract
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7184 Afr. J. Bus. Manage. with lowe
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7186 Afr. J. Bus. Manage. in a diff
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7190 Afr. J. Bus. Manage. Decision
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7192 Afr. J. Bus. Manage. restructu
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7194 Afr. J. Bus. Manage. Performan
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7196 Afr. J. Bus. Manage. firm perf
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African Journal Of Business Managem
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7200 Afr. J. Bus. Manage. to establ
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7202 Afr. J. Bus. Manage. marketing
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7204 Afr. J. Bus. Manage. initial a
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7206 Afr. J. Bus. Manage. from the
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7208 Afr. J. Bus. Manage. Phillips
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7210 Afr. J. Bus. Manage. of the sa
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7212 Afr. J. Bus. Manage. ′ w k m
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7214 Afr. J. Bus. Manage. procedure
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7218 Afr. J. Bus. Manage. Figure 2.
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7220 Afr. J. Bus. Manage. stimulate
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7222 Afr. J. Bus. Manage. these com
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7228 Afr. J. Bus. Manage. Table 2.
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7234 Afr. J. Bus. Manage. CRM resea
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7238 Afr. J. Bus. Manage. The one a
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7242 Afr. J. Bus. Manage. and Norto
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7250 Afr. J. Bus. Manage. DEFINING
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7256 Afr. J. Bus. Manage. critical
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7260 Afr. J. Bus. Manage. external
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7262 Afr. J. Bus. Manage. represent
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7270 Afr. J. Bus. Manage. business
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7274 Afr. J. Bus. Manage. Satisfact
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7276 Afr. J. Bus. Manage. Score of
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7282 Afr. J. Bus. Manage. Satisfact
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7292 Afr. J. Bus. Manage. determine
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7298 Afr. J. Bus. Manage. Procedure
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7308 Afr. J. Bus. Manage. required
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7310 Afr. J. Bus. Manage. This obse
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7318 Afr. J. Bus. Manage. expectati
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7320 Afr. J. Bus. Manage. Compensat
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7324 Afr. J. Bus. Manage. Psychol.,
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7326 Afr. J. Bus. Manage. the resea
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7328 Afr. J. Bus. Manage. Z( T, whe
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7330 Afr. J. Bus. Manage. (10) and
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7332 Afr. J. Bus. Manage. during wh
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7334 Afr. J. Bus. Manage. optimal v
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7336 Afr. J. Bus. Manage. satisfact
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7340 Afr. J. Bus. Manage. female re
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7344 Afr. J. Bus. Manage. Populatio
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7352 Afr. J. Bus. Manage. ln S = ln
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7356 Afr. J. Bus. Manage. but some
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7358 Afr. J. Bus. Manage. investiga
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7360 Afr. J. Bus. Manage. when conf
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7362 Afr. J. Bus. Manage. PCs in a
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7364 Afr. J. Bus. Manage. supported
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7366 Afr. J. Bus. Manage. Psychol.,
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7368 Afr. J. Bus. Manage. social pr
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Table 2. Companies and countries co
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to CSR clearly and reliably. The st
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consumers to participate with the t
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A Liao 7379 Figure 1. Example of ev
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Table 3. Summary statistics of the
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Table 5. Utilities for subject 1 Li
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REFERENCES Anderson JC, Narus JA (1
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7386 Afr. J. Bus. Manage. aggregate
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7388 Afr. J. Bus. Manage. Analysis
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(Bass and Avolio, 1994). Leaders fo
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the employees. When employees are e
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Table 1. Means, standard deviation
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negativity in the organization. Tra
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of psychological ownership. Thus te
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Meyer JP, Becker TE, Vandenberghe C
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goods industry in the future. LITER
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F + 2 0. 110 * F + Table 3. Factor
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APPENDIX Data for evaluation on the
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anks. Camanho and Dyson (2005) enha
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Step A-4: Correlation analysis Star
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Table 1. Original raw data of input
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Table 5. Scenario table. Wang and W
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Delmas M, Toka Y (2005). Deregulati
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Technology managers need to attract
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λ is the parameter for risk aversi
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specified ranges of return, for eac
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Carlsson C, Fulle´r R, Majlender P
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Stock Exchange, (Rao, 2010) in Nati
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etween size and unsystematic risk i
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The research schema Figure 1 indica
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Table 3. Result of Freidman rank te
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Table 8. The result of Spearman cor
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significant differences between the
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leadership. The process of manageri
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indices of quality of life work. On
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Figure 2. The values of standardize
Page 300 and 301: Table 4. The values of coaching ind
Page 302 and 303: African Journal of Business Managem
Page 304 and 305: Table 1. Contrast between hedonic a
Page 306 and 307: in consumers’ shopping behavior.
Page 308 and 309: et al., 2006; Carpenter, 2008). For
Page 310 and 311: Table 2. contd Shopping satisfactio
Page 312 and 313: value in the construct of clothing
Page 316 and 317: independence, assertiveness, innova
Page 318 and 319: over those of competitors in order
Page 320 and 321: Table 2. Demographic profile and ce
Page 322 and 323: Table 4. Service satisfaction level
Page 324 and 325: There is a strong significant corre
Page 326 and 327: Dean AM (2004). Rethinking customer
Page 328 and 329: as a margin rate of 10% and rest to
Page 330 and 331: (7) Table 1. Descriptive statistics
Page 332 and 333: APPENDIX A Table 1. Failure rate te
Page 336 and 337: Table 1. Results of the multivarian
Page 338 and 339: Figure 3. Entrepreneurship as a fun
Page 340 and 341: Furkukawa K, Shafer WE, Lee GM (200
Page 342 and 343: happen to firms of any and all size
Page 344 and 345: participants attributed their failu
Page 346 and 347: Table 1. Descriptive statistics of
Page 348 and 349: Table 4 Contd. Inconsideration of l
Page 354 and 355: The CLRP is an NP-hard problem, so
Page 356 and 357: No START Form a new cluster. Select
Page 358 and 359: Table 1. Computational results of G
Page 362 and 363: Table 1. Correlation of facets of C
Page 366 and 367: Figure 1. Theoretical approach adop
Page 368 and 369: quadrant (III), including product v
Page 370 and 371: consistently showed negative (posit
Page 372 and 373: signal. This hypothesis predicts a
Page 374 and 375: Variables are defined as in the ful
Page 376 and 377: Table 3. The results of model (2).
Page 378 and 379: around the world. Q. Rev. Econ. Fin
Page 380 and 381: tourism industry development. In th
Page 382 and 383: Table 2. Canonical correlation. 2 C
Page 384 and 385: Table 5. Bilateral analysis and ran
Page 388 and 389: strategies (Hart, 1995; Tello and Y
Page 390 and 391: Table 1. Reliability and construct
Page 392 and 393: Table 3. Latent variables test. She
Page 394 and 395: Haines R, Street M, Haines D (2008)
Page 396 and 397: owned insurance firm to enter the m
Page 398 and 399: affective commitment; organizationa
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Figure 1. Structural relationships
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Prior to analysis, variables were e
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Table 1. Effect decomposition for M
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Figure 5. Unstandardized estimates
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prospects. In other words, less wor
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goal of a SCM process is to create
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Sale Lean Supply Chain (LSC) Growth
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Upper Saddle River: Pearson Prentic
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the green awareness movement by ado
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usiness practices than smaller firm
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Table 3. Descriptive statistics and
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China. Green leadership could be em
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APPENDIX Appendix 1: Measures of ob
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Emotional intelligence Self monitor
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ship between a people’s perceived
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Table 1. Analysis of the reliabilit
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Table 4. Results from hypothesis te
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Ajzen I, Driver BL (1992). Applicat
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mono production economy, and rural
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Table 2. Pearson correlation betwee
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Table 1. Behavioral Phenomenon that
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Table 3. Test period data. Table 4.
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Prospect value Figure 3. Expected v
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Tversky A, Gilovich T (1989). The H
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Table 1. Components of a mentoring
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Table 3. Perceptions on the success
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Table 5. Characteristics of a mento
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terms of sustained development, are
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Table 7. Ideal characteristics of m
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qualitative analysis of fifteen hou
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section. In Section 3, we will disc
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Table 1. Participants’ demographi
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of Am. Acad. of Bus., Cambridge. 4(
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directors and propose the board ind
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composition is the outcome of a neg
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Table 1. Descriptive statistics. Ti
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Table 3. The determinants of board
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Booth JR, Cornett M, Tehranian H (2
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provides a wider response and swift
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Correlation “Customary Approach
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Table 2. Correlation matrix of EAC
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Table 9. Intra-EAC imports as share
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Martin JC (1999). The European Mone
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participate in the highest degree o
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innovation. A secondary innovation
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Figure 2. The switching ecology of
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Table 1. Revenue growth rate and CA
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variables (Beattie and Jones, 1999a
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Table 3. Explanations of dependent
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Courtis JK (1997). Corporate annual
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treated in the literature, its rela
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company. METHODOLOGY Table 1. Quest
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as an important factor in the manag
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satisfaction may also reduce the ov
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Table 1. Customer expectations on s
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Table 2. Contd. Machirori and Fatok
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and travelling may lead to satisfac
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and professionally developmental pr
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Table 1. Organizational elements mo
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Table 2. Studying the demographical
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education might involve plenty of c
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(Deng et al., 2010). To date, there
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Table 2. Results of hierarchical re
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WOM. The comparison can be seen in
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UPCOMING CONFERENCES International
Page 546:
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