Expert

Dr. Darwish Almoharby

Dr. Darwish Almoharby’s served as Dean of College of Commerce and Economics for four years which ended in September 2007. He is assistant professor in the Department of Management and also served as an Assistant Dean for undergraduate studies, Director of Administration in College of Medicine, and Director of Administration at the Language Centre, all at Sultan Qaboos University, Oman. He received his BA in Business Administration from New England College, US (UK, 1990), MA in Organization, Planning & Management from the University of Reading (UK, 1996), and Ph.D. in Managerial Decision Making from the University of Reading (UK, 2001). His research interest focuses primarily on organizational behavior and management decision making which he currently confines to areas of small & medium enterprises, entrepreneurship, and leadership. He is also interested in the role of power and culture in managerial decision making and quality assurance of academic programs. He is a member of numerous organizations locally and internationally including AIB, AOM, and Oman Economic Association. Dr. Almaharbi has been serving as an academic program reviewer and Quality Assurance expert for the UNDP, and is a member of the editorial board of International Journal of Management Development (IJMD).

MODULE - SMEs Development

Objective

The module is designed to enhance the knowledge, skills and attitudes of entrepreneurs. Among others, it will address the interaction of the entrepreneur in the society, the decision making environment, the role of culture and the enterprising mind versus the mind for enterprises. Upon completion of the module, participants will be able to: - Describe the importance of understanding the opportunities that exist in their local, regional, and international markets. - Appreciate the role of culture in shaping the framework of entrepreneurship. - Reflect on culture and religion and their role in business formation. - Enhance their understanding of the environment of decision making particularly certainty, uncertainty, and risk. - Illustrate the effective role of individual and collective decision making skills in the development of SMEs. - Use some cognitive decision making skills to enhance their opportunities in having more sustainable SMEs. - Recognize the importance of local and international business networks at the early stage of SMEs development and beyond. - Signify the Dos and DONTs of development of SME

Short description

Under the umbrella of managerial decision making, this module introduces the participating individuals to a spectrum of interrelated issues in the area of SMEs development. In so attempting, it provides important knowledge and skills for entrepreneurs which may enable them to engage in a more sustainable business endeavors. This is maintained through appropriate exploration of the vibrant and dynamic field of entrepreneurship, and the opportunities and threats posed by social, cultural, economic environments. Insights into regional economic integration, emerging markets, and international business opportunity are also provided. A special attention is also given to the environment of decision making and the role of culture in shaping the three decision situations of certainty, uncertainty and risk. The module employs a set of learning methodologies including seminars, discussions, debates, and case studies.

Selected readings

Begley T and Tan W (2001). The Socio-cultural Environment for Entrepreneurship: A comparison between East Asia and Anglo-Saxon countries. Journal of International Business Studies. Vol. 32, No. 3, pp. 537-554. LI j, Lam K and Qian G (2001). Does Culture Affect Behaviour and Performance of Firms? The Case of Joint Ventures in China. Journal of International Business Studies. Vol. 32, No. 1, pp.115-131. Thurik R and Wennekers S (2004). Entrepreneurship, Small Business and Economic Growth. Journal of Small Business and Enterprise Development. Vol. 11, No. 1. pp. 140-149. Rice G (2003). The Challenge of Creativity and Culture: a Framework for Analysis with Application to Arabian Gulf firms. International Business Review. Vol. 12. No.4, pp. 461-477.