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This revealing book is about software development, the developers themselves, and how their work is organized and managed. The latest original research from Australia, Europe, and the UK is used to examine the differences between the image and reality of work in this industry. Chapters also cover issues surrounding the management of 'knowledge work and workers' and professionals in order to expose some of the problems of the management of software development work and workers

Purpose– The purpose of this paper is to explore what the attitudes of small firm owner-managers are to developing the skills of their key resources and then examine how these and other factors affect owner-managers' preferences for training these employees.Design/methodology/approach– This study of training in small road transport firms in West Australia is cast in light of the literature on human resource management in small firms underpinned by insights drawn using the resource based view of the firm. Small firms (less than 20 people) dominate this industry, while the increasing freight task, and extreme distances between West Australian ports, towns and mines highlight this sectors' importance. Survey results from 39 small road transport firms and interviews with nine owner-managers are analysed.Findings– Legislative, regulatory and licensing requirements were shown to be a key determinant of skills development. Employers ensured that basic standards for employee certification and qualification were met, as the penalty for not doing so would be too high. Regulations drove the need for certain types of training – licenses, fatigue management, occupational health and safety, handling dangerous goods, the Maritime Security Identification Card card, forklift license, mine site inductions – while owner-managers knew where to get the training their staff needed. Although regulation appeared most visible in prescribing what happened in relation to training for drivers, the relevance of owner-managers' attitudes could not be ignored, nor could conditions in the firms external environment as this shaped how these requirements were met.Research limitations/implications– The RBV is useful in showing how skill development enabled similarity in skills across firms, while the attitudes owner-managers and economic and social conditions meant what happened in firms around skill development varied. The importance of small firm owner-managers' attitudes are clearly highlighted and shown to influence organizational decisions and choices around training, but these were not independent of the regulatory framework and the economic and social conditions within which the firm operated. The small firms in this study did engage workers in formal training when necessary but it was put in the context of the idiosyncratic approach of the owner-manager and the day-to-day needs of the firm. "Training" was essentially about ensuring certain types of skills were held by employees and then passing on knowledge to ensure the behavior of employees was consistent with the owner-manager's vision for the firm in its current environment.Originality/value– Ways industry and government can encourage training activity that goes beyond the day-to-day firm needs are suggested.

This article explores how management constructs strategies to control the labour process of software development, through a case study of a small Australian software development company, Webboyz Pty Ltd.1This firm employs mainly young, male software developers to develop internet tools and e-commerce software and solutions for different segments of the local and international software market. Distinguishing between primary and secondary software products, and their associated production processes, provides a way of analysing the organization and control of software development work. The case study of Webboyz reveals how management strategies to control the labour process of software development are influenced by the type of product being developed and the timing in the product's development lifecycle as well as the type of workers developing the software product.

Industrial relations in small firms, when they are defined in terms of their employment size, are generally described as harmonious. Industrial relations in small firms operating in the Australian information industry are explored in this paper, as are reasons for those industrial relations. Although the study reported here can be used to support the "small is beautiful" view, this ignores the fact that industrial relations in large firms in this industry are not greatly different. How size affects industrial relations in one small firm is examined and it is proposed that, on its own, size does not provide an adequate explanation for industrial relations in small firms in the Australian information industry.

PurposeThe purpose of this paper is to introduce the papers contributing to this special issue and to locate them within the broader questions about the role of small firms in enabling or alleviating issues of equality, diversity, and difference for various groups in society.Design/methodology/approachThe literature dealing with the issues of equality, diversity, and difference pertaining to the operation of and/or working in smaller firms was reviewed prior to drawing out the key points from the submitted papers and considering the contribution they make to this literature.FindingsOverall, one's these five papers contribute to one's understanding of the issues facing those in business or self‐employment, working in small business or wanting to pursue enterprise.Originality/valueRarely are questions asked about the assumed role small firms play in mitigating social exclusion for a range of groups in society. By addressing questions which explore the challenge of equality, diversity, and difference for small business in their establishment, management, and effective operation using interdisciplinary frameworks and different methodologies, a better understanding of the role of small business in society can be developed.

This e-book considers the literature dealing with the issues of equality, diversity and difference pertaining to the operation of and/or working in smaller firms. Overall these five papers contribute to our understanding of the issues facing those in business or self-employment, work in small business or want to pursue enterprise

When Jeff Kennett was swept into office on 3 October 1992, one of his first priorities was to reform the Victorian public sector as one part of his broad strategy to get 'Victoria on the Move'. Without losing much time, and with very little community or parliamentary debate, both the Public Sector Management Act 1992(Vic) and theEmployee Relations Act 1992 (Vic) were passed. These pieces of legislation have been the main instruments to regulate terms and conditions of employment for employees in the Victorian public service. Changes to the legislation will be examined in this paper and discussed in the context of whether a paradigm shift has occurred in managing employee relations in the Victorian public service.

PurposeThe Asian business community has been noted for its contribution to the UK economy. This vibrant sector of the small to medium‐sized enterprises population serves to illustrate diversity in terms of spanning sectors including manufacturing and services, entertainment and fashion, hotels and property, food and pharmaceuticals. This paper seeks to draw out trends within this increasingly important sector of the economy.Design/methodology/approachThe study reports on a research project which comprises the latest phase in a seven‐year, longitudinal study of the richest 200 Asian business people in the UK.FindingsThe analysis suggests that the Asian business community has delivered significant and sustained growth which is higher than average growth in the UK.Originality/valueFor policy makers and the business support community, this paper offers a greater understanding of the dynamics behind the success stories and thus offers opportunities to tailor any engagement with this community appropriately. For academics it adds to the growing literature of minority ethnic businesses in the UK.

PurposeThis paper seeks to explore self‐employment through home‐based business ownership as a potential solution to the inter‐role conflict experienced by women attempting to balance dual work and family roles.Design/methodology/approachHome‐based businesses (n = 626) were surveyed in Western Australia as part of a larger national study. Data were collected on operator and business characteristics, and specific home‐based business issues (e.g. reasons for preferring a home‐base, management and planning, growth facilitators and barriers). Four‐way comparisons investigating the dynamics of home‐based business ownership between male and female operators and operators with and without dependants were made.FindingsThe attraction of home‐based business ownership is driven predominantly by the flexibility afforded to lifestyle and the ability to balance work and family. While these advantages were more salient for women than for men, gender per se was not a determining factor in why operators started a home‐based business. The more significant determining factor was the issue of dependants.Practical implicationsSelf‐employment, particularly through home‐based business ownership, may well solve some women's necessity to balance work and family. However, it may not be a viable solution for all women, particularly those seeking high financial and career rewards.Originality/valueThis paper contributes empirical findings regarding home‐based businesses which, as a distinct form of small business and self‐employment alternative, still remain very much under‐researched. The paper also addresses the issue of home‐based businesses being emancipatory vehicles for women juggling to manage work and family, and provides findings which question this increasingly populist notion.