Studying the fundamentals and concepts of sustainability of small and medium-sized businesses based on financial indicators

محورهای موضوعی : Agriculture Marketing and Commercialization

Shohreh Alfi ¹ , Mohammad Taleghani ² , Mohammad Reza Vatanparast ³ , Mehdi Homayoonfar ⁴

1 - Department of Industrial Management, Rasht Branch, Islamic Azad University, Rasht, Iran,
2 - Department of Industrial Management, Rasht Branch, Islamic Azad University, Rasht, Iran
3 - Department of Accounting, Rasht Branch, Islamic Azad University, Rasht, Iran
4 - Department of Industrial Management, Rasht Branch, Islamic Azad University, Rasht, Iran,

تاریخ دریافت : 1400/11/12 تاریخ پذیرش : 1401/01/09 تاریخ انتشار : 1401/03/11

کلید واژه: Evaluation, Financial Performance, Sustainability,

چکیده مقاله :

Performance evaluation of companies and small businesses is a process used to collect, analyze and report information according to the performance of an individual, group, organization, system, or department. Thus this research was done with the aim of providing a model to evaluate the performance of financial managers in the public sector. This is quantitative and explanatory descriptive research. The statistical population includes the managers of small and medium-sized companies admitted to the Tehran Stock Exchange in 1400 and the selection of companies with a maximum of 250 employees was selected with a targeted sampling of about 90 managers. The data collection tool was a researcher-made questionnaire, the data obtained from which was analyzed with Lisrel software version 8.5 and with the help of the structural equation technique. Rate and auxiliary components have a direct and significant effect on the dynamic stability of small and medium businesses in the Tehran Stock Exchange. Also, the rate variable indirectly has a positive effect on the dynamic stability of small and medium businesses in the Tehran Stock Exchange through a positive effect on the level components. According to the proposed dynamic model of small and medium-sized companies on the stock exchange, it seems that managers should use strategic support tools to improve the conditions and increase financial stability in order to reduce costs.

منابع و مأخذ:

• Goodarzi N. (2013). Behavioral Finance, Bias and Fundamental Accounting Variables: Evidence from Tehran Stock Exchange. Quarterly Journal of Empirical Studies of Financial Accounting, 43(11): 88-95.


• Sadowski M. & Kyle Alicia A. (2011). Rate the raters: Phase three uncovering best practices. Sustainability, London, UK.


• Mutindi MUJ. (2012). The effect of strategic value-based management on the performance of organizations in coast province, Kenya. International Journal of Business and Social Science, 16(3): 262-270.


• Noe RA. & Hollenbeck JR. & Gerhurt B. & Wright PM. (2008). Human Resource Management: gaining Competitive advantage. New York: M.C. GrawHill.


• George W. & BohlanderScott S. (2007). Thomson. Employees.


• Mojibi Michali T. (2006). Presenting a Comprehensive Model of Performance Evaluation of Governmental Organizations. Quarterly Journal of Social Sciences, Azad University Khalkhal, 7(1): 36-48.


• Shahroudi K. & Asimi F. (2014). Competitive forces and knowledge application to improve supply chain performance. studies Strategic Management, 17(1): 192-165.


• Robbins S. (2010). Management of Organizational Behavior (Volume 1), 1999.Translated by Ali Parsaian and Seyed Mohammad Aaraby.


• Melnyk SA. & Bititci U. & Platts K. & Tobias J. & Andersen B. (2014). Is performance measurement and management fit for the future? Management Accounting Research, 25(2): 173-186.


• Sakunasingha B. (2003). An empirical study into factors influencing the use of value-based management tools. Southern Cross University.


• Khajavi SH. (2016). Family ownership, composition of board of directors and quality of financial reporting of accepted companies In Tehran Stock Exchange. Quarterly Journal of Financial Accounting, 5(19): 110-113.


• George W. (2007). Bohlander, Scott Snell, Human Resource Management, International student edition.


• Jones RH. & Pendlebury M. (2022). Public Sector Accounting, 5th Edition, Pitman Jorge S. M., Local Government Accounting in Portugal in Comparative-International.


• Anthony RN. (1980). Making Sense of Nonbusiness Accounting, Harvard Business Review, 58(3): 83-93.


• Vela Bargues JM. (1996). A Cross Country Study of Local Government Accounting Systems, Recent Developments in Comparative International Governmental Accounting Research, Speyerer Orschungsberichte, 159(1): 7-45.


• Liu C. & Kroeze C. & Hoekstra AY. & Gerbens-Leenes W. (2012). Past and future trends in grey water footprints of anthropogenic nitrogen and phosphorus inputs to major world rivers. Ecological Indicators, 18(1): 42-49.


• Linton J. (2007). Sustainable Supply Chains: An Introduction. Journal of Operations Management, 25(6): 13-25.


• Morali O. & Searcy C. (2013). A Review of Sustainable Supply Chain Management Practices in Canada. Journal of Business Ethics, 117(1): 635-658.


• Carter CR. & Rogers DS. (2008). A framework of sustainable supply chain management: moving toward new theory. International Journal of Physical Distribution& Logistics Management, 83(5): 360-387.


• Salimzadeh P. & Courvisanos J. & Ravi Nayak R. (2013). Sustainability in Small and Medium Sized Enterprises in Regional Australia: A Framework of Analysis, 26th Annual SEAANZ Conference Proceedings Small Enterprise Association of Australia and New Zealand.


• Bidakhti A. & Zargar Seyed M. (2011). Investigating barriers to the development of small and medium enterprises and providing a framework for supporting these firms. Journal of Labor and Society, 13(8): 34-48.


• Kordestani GHR. (2011). The relationship between the amount of investment in information technology and financial performance of companies. Quarterly Journal of Financial Accounting and Audit Research, 3(1): 21-32.


• Hasirchi A. & Soltani M. & Farahi Boozjani B. (2011). Competency Model of Government's Managers in the Thinking of Leadership (Ayatollah Khamenei). Supervision & Inspection, 1390(17): 7-39.