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Public policy interventions aimed at encouraging, supporting and developing small businesses are important for understanding entrepreneurship and small business management. This textbook is the first to provide teachers and students with a resource that gives an overview of how institutional and policy structures interact with small firm start-ups, continuation and succession/failures.Beginning with a brief introduction to policy processes, the text covers the main policy instruments for entrepreneurial market entry and start-up support, for on-going small business advice and financial support

Public policy interventions aimed at encouraging, supporting and developing small businesses are important for understanding entrepreneurship and small business management. This textbook is the first to provide teachers and students with a resource that gives an overview of how institutional and policy structures interact with small firm start-ups, continuation and succession/failures. Beginning with a brief introduction to policy processes, the text covers the main policy instruments for entrepreneurial market entry and start-up support, for on-going small business advice and.

This article gives the first large‐scale assessment of business partnerships in England and Wales using business records within the population census for 1881. It seeks to understand the variety of ways that 'partnership' was used: explicit partnership, 'de facto' partnership, 'joint' activity, and asset ownership together. The article confirms that partnerships were chiefly between two people. Complexity and transaction costs largely precluded larger size and squeezed the partnership into a 'middle ground' between the sole proprietor and the corporation. The main size contrast was between farms with small employee numbers, and larger non‐farm business partnerships. Generally differences in the gender of business owners have greater salience than sectors. Few female business partnerships employed more than four people (mean 3.4), while male partnerships ranged up to several thousand employees (mean 33.6), and 18.6 for mixed gender. While many women were involved in businesses, their opportunities remained restricted, and most were in partnership with male partners. Family structures were important, with three‐quarters of all identifiable partnerships having some form of family relationship, with a strong preponderance of single women in female‐only partnerships, married men in male‐only partnerships, and widows in mixed gender businesses.

This paper presents one of the first statistical analyses of the factors that determine the extent to which direct influence strategies are used by companies. New survey evidence and multivariate analysis is used to assess seven hypotheses to explain direct influence strategies. The factor of greatest significance is company size since direct influence is open only to large companies. But the extent to which direct influence is followed by large companies depends on their sector, its extent of organization, the sector's size and 'weight', and the form of the business association relevant to the sector. Direct influence is more likely where associations cover large corporate businesses (rather than owner-managers, professionals, federations or mixed associations), in sectors with a high degree of market concentration within large companies, and where their associations are relatively small. These findings are related to the logic of collective action suggesting that in sectors where there is the least chance to opt out of an association, there is a greater chance of a business also directly lobbying in order to assure itself that its interests are not being diluted and so that it can gain direct specific information or influence benefits.