THE BIG FIVE PERSONALITY OF THE SME MANAGER AND THEIR COMPANY’S PERFORMANCE

Jasna Auer Antoncic (), Bostjan Antoncic (), Darja Kobal Grum and Mitja Ruzzier
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Jasna Auer Antoncic: University of Primorska, Faculty of Management, Koper, Slovenia
Bostjan Antoncic: University of Ljubljana, Faculty of Economics, Ljubljana, Slovenia
Darja Kobal Grum: University of Ljubljana, Faculty of Arts, Ljubljana, Slovenia
Mitja Ruzzier: University of Primorska, Faculty of Management, Koper, Slovenia

Journal of Developmental Entrepreneurship (JDE), 2018, vol. 23, issue 04, 1-23

Abstract: This study addresses a certain research issue: how do the Big Five personality traits of managers of small and medium-sized enterprises (SMEs) impact the business performance of companies? A representative random sample of managers of SMEs in Slovenia was used for data collection through survey research. Hypotheses and the model were tested using structural equation modeling. A valuable contribution is made in the form of a new model of Big Five personality induced SME growth, profitability and new value creation. Openness of managers can be predictive of growth and new value creation of their companies, with the new value creation impact especially expressed in female-managed companies. Conscientiousness may not be crucial for performance, except for new value creation in females where this relationship can be negative. Extraversion can predict the growth and profitability. Agreeableness can have negative effects on all performance elements. Neuroticism can be predictive of growth and profitability. Practitioners must be aware of the importance of managers’ Big Five personality traits for SME performance. Where possible, managers may like to develop their levels of openness, extraversion, non-agreeableness and neuroticism.

Keywords: Big Five; personality; SMEs; performance; manager (search for similar items in EconPapers)
Date: 2018
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Citations: View citations in EconPapers (3)

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DOI: 10.1142/S1084946718500218

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