The outcome of environmental actions from participation in the export market are examined by unpacking some mechanisms that explain the estimated relationship. The empirical strategy utilizes the variation in the distance between the location of the sampled enterprises and the top 25 destinations of Vietnamese exports across sectors, and the weight of each sampled export to total exports in each period, to obtain exogenous variation in the enterprise's export market participation. The result shows a positive relationship between the enterprise's export participation and its overall engagement in environmental actions (such as the sum of its environmental actions, the sum of actions in the investments in equipment towards environmental issues, and total expenditure for the purchase of equipment for environmental actions). Possible mechanisms are international standardization, national certification, and strong enforcement of environmental regulations from export market engagement.

Data trusts have been conceived as a mechanism to enable the sharing of data across entities where other formats, such as open data or commercial agreements, are not appropriate, and make data sharing both easier and more scalable. By our definition, a data trust is a legal, technical, and organizational structure for enabling the sharing of data for a variety of purposes. The concept of the “data trust” requires further disambiguation from other facilitating structures such as data collaboratives. Irrespective of the terminology used, attempting to create trust in order to facilitate data sharing, and create benefit to individuals, groups of individuals, or society at large, requires at a minimum a process-based mechanism, that is, a workflow that should have a trustworthiness-by-design approach at its core. Data protection by design should be a key component of such an approach.

This paper provides a comparative perspective of public procurement policies for small and medium-sized enterprises (SME) in the United States and Europe. Public procurement is increasingly recognized as a strategic function of public administration because of the huge amount of resources it consumes, as well as the important policy objectives it seeks to promote, including SME-related objectives. Progress towards meeting SME procurement participation goals, however, remains elusive on both sides of the Atlantic. Policy makers and administrators have little comparative research upon which to draw regarding the effectiveness of various policy approaches, a shortcoming this paper seeks to address. An institutional perspective is adopted which helps explain similarities and differences in U.S. and European SME policies.

The importance of teams has been largely recognized in recent management and entrepreneurship research. This article critically reviews the literature of entrepreneurial and management teams by comparing the key concepts, and the development and foci of research from the SME performance viewpoint in particular. The comparison reveals that entrepreneurial teams differ from management teams, and so the concepts should not be considered interchangeable. Such teams also operate largely in different contexts, however, both having different roles for management and a significant impact on firm performance. Moreover, the review suggests that entrepreneurial and management teams are often groups rather than teams and they are more common than previously believed, though there is much variation in their prevalence by industry sector and firm size.

The literature suggests that improving the management skills of owner-managers of SMEs contributes to their survival and growth and that there is considerable scope for further improvement in skills. However, evidence suggests that current support for management development (MD) does not meet the needs of SMEs. Nevertheless, there have been few changes on the supply side with policy makers continuously being concerned about low take-up of training. This study contributes to an understanding of how existing MD activities in SMEs can be better supported. Using Mumford's (1987) typology of MD activities to classify our interview data, findings from interviews with 25 owner-managers suggest two approaches to providing learning support: (1) incorporate structured opportunities for individual reflection and reflection within groups; and (2) address participants' concerns about training and mentoring. These findings have implications for policy makers and are timely given the current economic situation, where previous patterns of growth are being challenged and new ways of supporting MD in SMEs need to be found.

The availability of bank finance to small and medium sized enterprises (SMEs) is important to allow SMEs to start up and finance investment for growth. To assess changes in such availability over 2001–12, we used data from a series of surveys that provide detailed information on the characteristics of a sample of UK SMEs, their owners and experiences of obtaining finance. Using econometric models, which included controls for SME characteristics and risk factors, indicators of changes in the provision of bank lending over the time period abstracting from borrower risk could be obtained. The results suggest ongoing restrictions on the availability of SME bank finance up to 2012 – which appear to have persisted into 2013. Further research using macro data shows an impact of economic uncertainty on such finance. If unresolved, these patterns could imply adverse effects on economic performance in the short and long term.