DEMAND FOR FINANCIAL INFORMATION IN SMALL BUSINESS MANAGEMENT. EMPIRICAL STUDY

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1 DEMAND FOR FINANCIAL INFORMATION IN SMALL BUSINESS MANAGEMENT. EMPIRICAL STUDY Jacek Jaworski 1 Abstract Limited access of small enterprises to reliable and well-prepared information about ir condition is mentioned as one of main barriers to small business development. One of key types of information used in management is financial information. It concerns resources and financial flows in enterprise. The main goal of paper is to present results of questionnaire survey conducted in mid among managers of small enterprises in Poland. The survey was used to recognize usefulness of financial information in decision-making, to diagnose information needs of entrepreneurs and to identify factors affecting se needs. JEL Classification: M19, M21, M49 Keywords: Small business management, in decision making, Manager s information needs Received: Accepted: Introduction Small enterprises create one of key sectors of modern economy. For example, it produced 32.6% of Polish GDP, employed 51.9% of all employees and comprised 98.87% of active companies in Poland in 2009 (Brusa and Tarnawa, 2011). Limited access of managers of small companies to reliable and properly prepared information is one of most frequently mentioned barriers to small business development. The lack of proper information causes mistakes in management, which are main reasons for business failures. Especially, it concerns financial information describing in cash key processes and business objectives of companies. This article aims to present results of empirical research. The goal of this research was to diagnose demand for financial information in small business management and factors forming m. In latter respect, taking into account conditions of functioning modern companies, it was decided to test hyposis saying that mentioned needs depend mainly on: size of a company, nature of its business, life cycle phase in which company is and managers education. Financial information and its role in enterprise management The key role of information in decision-making is no doubt. is one of most important resources of each company. The main function of this resource is supporting decision making process. It concerns especially small enterprises, which are forced to operate in a rapidly changing economic environment. Therefore, Chang and Lee (1992) can be cited: fundamental strategic weapon of small businesses is to collect information and ir use in creating products and services. 1 Dr Jacek Jaworski, Gdańsk School of Banking, Department of Accounting, ul. Dolna Brama 8, Gdańsk, jjaworski@wsb.gda.pl. 10

2 The research of Trindade (in: Ganzhorn, and Faustoferri, 1990) led to two specific conclusions about information determinants of small business activities. First success of small enterprises increasingly depends on reliable and timely information about market situation and internal situation of enterprise. But secondly a typical situation in a small enterprise is lack of analysts and information processing tools. It also concerns financial information. Content and subject of financial information concern different types of corporate financial flow. Such information conveys messages about formation of all economic phenomena related to corporate finance. It includes messages about direction, value and strength of financial flows and decisions on ir changes. This paper attempts to explain role of financial information in small business management as a one of resources used by entrepreneurs. In classification of financial information, multiple criteria can be used. Taking into account usefulness of this information in management, key criteria will be period for which decisions are taken and scope of se decisions. During identification of financial information, financial goals also play a crucial role. According to a widely accepted opinion (Ross, Westerfield, Jordan, 1999) main long-term financial goal is to maximize a company s value. In this context, information about current and projected value of a company appears to be significant information for long-term management. This value primarily derives from longterm financial performance and relationship between assets and capitals of an enterprise. Therefore, relevant information in long-term management also concerns: 1. profitability of investments in fixed assets, 2. shape of company s financial structure ( company s debt), 3. cost of capital used in assets financing, 4. company s financial condition in relation to its competitors and business sector, 5. expected financial results of planned long-term activities. In short term, company usually seeks to achieve a satisfactory profit (Ross, Westerfield, Jordan, 1999). In this respect, in particular, decisions taken by company should be aided by information 1. ability to generate profits (profitability), 2. shaping current and future revenue, 3. incurred and planned costs. In addition to profit maximization, decisions in short-term management should also include a second important task, namely, maintenance of liquidity. It is a very important task, because loss of liquidity is main cause of bankruptcy of today s companies. Direct information about current and expected liquidity should also be accompanied by: 1. information about demand for cash in short term, 2. information about efficiency and effectiveness of management of current assets and liabilities. The determinants of demand for financial information: a literature overview The research of demand for managerial financial information in small enterprises was started by Luoma (1967). It was continued by Proctor, and Canada (1992), Pell, and Wilson (1996) and Block (1997). Table 1 presents description of se studies and ir results. 11

3 Table 1: Studies on Manager s Needs in Small Business Management Author Research description Research results Conclusions Luoma (1967) Proctor and Canada (1992) Pell and Wilson (1996) Block (1997) A questionnaire survey among 62 small production enterprises in USA A questionnaire survey among 928 small enterprises in Australia An analysis of methods used in working capital management in 123 small companies in UK An analysis of methods used in investment management in 238 small enterprises in USA 86 % of enterprises point that y need various types of financial information during decision making The most expected tools for processing financial information are: cash flow estimate (20.6%), budget of expenses (18.1%), revenue budget (17%) and break-even point analysis (12.3%) The working capital management was mainly based on review of bad debts (38%), forecasts of demand for cash (36%), customers credit rating (24%) and control of inventory levels (14%) 42 % of managers estimated payback period, 22 % - rate of return, 16 % internal return rate and only 11 % - NPV, 7 % took decisions intuitively Financial information is necessary for decision making process in SME sector Financial information expected by managers is very diversified and it concerns in varying degrees many financial categories Less than 40% of small businesses use verified methods of information support of working capital management. Less than 30% of small businesses use verified methods of information support of investment management The outlined studies lead to two main conclusions: 1. managers of small enterprises are increasingly aware role of financial information in making economic decisions, 2. but y do not use verified methods of information support managing process. Among Polish studies two items deserve attention: research of Nogalski and Karpacz (2011) and survey of Polish Accountants Association (Pielaszek, 2008). The first research revealed that accounting records and reports are important sources of information used in small business management. 20.0% of surveyed manufacturing and 13.4% of commercial and service companies assessed m as very often used. Only information derived from daily newspapers (36.0/34.6%), Internet (31.4/29.2%) and professional literature (23.0/19.1%) were more important in decision-making for surveyed enterprises. Between Polish Accountants Association carried out three independent surveys about desirable changes in accounting for SMEs. The first survey concerned entrepreneurs (268 companies), second was aimed at auditors (75 questionnaires). The third was conducted among 10 leasing companies as potential external recipients of financial information. 86% of surveyed companies indicated need to focus small business accounting on providing management information. 26% of auditors and 30% of leasing companies have same opinion. The study also found information awaited by entrepreneurs such as: 1. product profitability % of responses, 2. costs of organizational units % of responses, 12

4 3. plans (budgets) % of responses, 4. customer profitability % of responses, 5. cash flow % of responses. Diagnosing factors influencing demand for information is a very important element understanding information needs. The management process, or rar its quality, quickness, effectiveness and efficiency depend on circumstances in which an enterprise operates. It concerns information aspects, too. The factors, which could shape demand for information in management process, are described by e. g. Kieżun (1998). He divided se factors into two groups: endogenous - resulting from company s characteristic and people participating in decision making process and exogenous deriving from an enterprise s environment and current market conditions. According to Kieżun opinion, most important factors from first group are: 1. company s size - larger an enterprise, more processes and phenomena. Therefore it can be expected that managers of larger firms will report a greater demand for more detailed information, 2. type of business activity - nature of core business undoubtedly determines significance of different kinds of information according to processes and activities inside an enterprise, 3. phase of life cycle in which a company is - managers will be interested in or types of information depending on economic situation which is characterized by life cycle phase in which a company is, 4. manager s education decision-making is a process that must be learned. The higher and more educated manager (especially business profiled) greater awareness of this process and wider, more detailed information needs. The above comments also apply to widely understood financial information (Jaworski, 2011). The empirical research of factors forming managers information needs in small-business sector was begun by Holmes, Kelly, and Cunningham (1991). They identified four main factors using logit analysis based on a survey among 900 small Australian enterprises: 1. size of an enterprise - larger enterprise, larger demand for information, 2. age of an enterprise - older companies report demand for more detailed information but also more standardized than star-ups, 3. nature of an activity - more homogenous activity, smaller managers information needs, 4. education of managers - more educated owner, larger demand for information. Anor researcher (Lybaert, 1996), using regression analysis of survey carried out among 208 Belgian small enterprises, successfully verified three hyposes: 1. better informed companies achieve better average results, and vice versa, companies that achieve better results report a larger demand for information, 2. information needs are determined by managers awareness, ir education, professional experience, focusing on company s growth and also by life-cycle phase which company goes through, 3. demand for information increases toger with company s growth, but decreases with its age. The studies of factors influencing managers information needs in Polish small enterprise sector have not been performed. 13

5 Research methods Small-sized enterprise according Polish regulations (UoSDG, art. 104 and 105) is defined as company, whose employment in past 2 years did not exceed 50 people, and its revenue or total assets were less than In 2010 re were thousands active small enterprises in Poland (Brusa and Tarnawa, 2011). For recognition of ir managers information needs, questionnaire survey was conducted among 1008 managers of Polish small enterprises in mid The surveyed companies were layer drawn in proportion resulting from indicators in general population (size of enterprise, nature of activity, geographical distribution etc.) according to report prepared by Brussa and Tarnawa (2011). The selected sample can be regarded as representative. The survey was conducted by CEM Market & Opinion Research Institute from Krakow at request of author. Researchers used Computer Assisted Telephone Interview (CATI) method. Entrepreneurs were asked: what financial information y usually expect to receive before taking short-and long-term decisions. In both areas, respondents had a choice of 7 types of information listed in Table 2. Description of se information types was placed in previous section of paper. Table 2: The List of Financial Types Used in Survey Short-term management area Long-term management area 1) ability to regulate current liabilities 1) level of debt, (liquidity), 2) cost of capital, 2) ability to generate profits (profitability), 3) profitability of investments, 3) efficiency of operational activity, 4) current and future company s value, 4) short-term demand for cash, 5) company s financial condition in relation 5) current and future income, to its competitors, 6) current and future costs, 6) financial results of planned long-term 7) or information. activities, 7) or information. Source : Own elaboration The entrepreneurs assessed importance of chosen type of financial information in decision making using a 1-5 scale. The evaluation could concern any amount of information with possibility of multiple uses of same assessments. The used scale had to characterize subjective view of entrepreneur ( information is: 1 - least important, 5 most important). This numerical weighting facilitates use of statistical measures for assessment of distribution of responses. In addition, re were some questions in questionnaire which allowed me to extract endogenous factors forming managers information needs. The structure of surveyed enterprises in view of mentioned factors is presented in Table 3. 14

6 Table 3: Structure of surveyed entrepreneurs Division Quantity % Division Quantity % Size of enterprise Nature of business Self-employed ind Services companies employees Commercial companies employees Production companies employees Combined business Company s age Life-cycle phase* Up to 1 year Entry phase years Phase of dynamic growth years Stability phase Over 6 years End-stage phase Entrepreneur s education Basic or vocational Higher humanities Secondary vocational Higher technical Secondary general Higher economic *- life-cycle phase was based on answers to questions about changes in income, profits and investment needs in enterprise (More: Jaworski, 2012). To examine relationship between diagnosed information needs and above factors, Chi-square test of independence was used. The mamatical aspect of this test is reduced to calculate following statistics (More: Aczel and Sounderpardian, 2009): ^ nij n ij 2 k l k l 2 nij χ = = ^ ^ n i = 1 j = 1 i = 1 j = 1 nij nij where: l, k kinds of first and second variables ( entrepreneurs score for each kind of information and assumed factor), - empirical numbers of simultaneous occurrence of pairs of variables i and j, - expected numbers of simultaneous occurrence of pairs of variables i and j, - number of all answers. The calculated statistics is compared with critical value of chi-square distribution. The critical value is read out from statistical tables for specific degree of freedom ((k-1)*(l-1)) and also significance level (probability of rejecting a true hyposis). In research significance level was set on It means that test result was established with 95% of certainly. If empirical statistic is less or equal to read value, n re is no reason to reject hyposis about independence of variables. Orwise, re are reasons for acceptance alternative hyposis that variables are interdependent. To determine strength of diagnosed correlations, T-Czuprow and C-Pearson contingency coefficients were used (More: Aczel and Sounderpardian, 2009). Mamatical definitions of se 2 15

7 significance level was set on It means that test result was established with 95% of certainly. If empirical statistic is less or equal to read value, n re is no reason to reject hyposis about independence of variables. Orwise, re are reasons for acceptance alternative hyposis that variables are interdependent. To determine strength of diagnosed correlations, T-Czuprow and C-Pearson coefficients contingency are coefficients presented in were Table used 4. The (More: values Aczel of both and coefficients Sounderpardian, are in 2009). range Mamatical of 0-1. The correlation definitions between of se coefficients examined are variables presented is stronger in Table when 4. The coefficients values of both values coefficients are higher. are in range of 0-1. The correlation between examined variables is stronger when coefficients values Table are 4: higher. T-Czuprow and C-Pearson contingency coefficient T-Czuprow 2 T-Czuprow χ T = n 2 ( k 1) ( l 1) C-Pearson Table 4: T-Czuprow and C-Pearson contingency coefficients T n k 1 l 1 2 C-Pearson χ C = 2 χ + n 2 C 2 Source: Source: Own Own elaboration elaboration based based on: on: Aczel Aczel and and Soundepardian, Soundepardian, The structure analysis based on central tendency measures (arithmetic average, median The structure analysis based on central tendency measures (arithmetic average, median and mode) was used for evaluation of survey results. All calculations were carried out and mode) was used for evaluation of survey results. All calculations were carried out in spreadsheet EXELL. The analysis results are presented using graphical method (graphs) in a spreadsheet EXELL. The analysis results are presented using graphical method (graphs) supplemented supplemented by by written written descriptions. descriptions. Research Results Research Results Diagram 1 presents global results of entrepreneurs answers about information needs in short-term decision making. Diagram 1: 1: Assessment of of information types types expected in in short-term decision making making n 5,00 4,80 4,60 4,40 4,20 4,00 3,80 3,60 3,40 3,20 3,00 4,2771 4,0089 3,9213 3,5471 4,0448 4,1023 3,4216 Measures: Arithmetic average Median Mode Liquidity Profitability Efficiency of activity Short-term demant for cash Current and future income Current and future costs Or categories In everybody s opinion, most important is information about liquidity. Its importance was 17 most frequently evaluated by entrepreneurs to 5.0. The same level noted for median, arithmetic average is The information about current and future costs obtained not much lower average score (4.1023). However, University of in this case Technology half of and Management ratings were less than 4.0. The information about current and future income was Rzeszów found as almost equally important (4.0448). The ratio of profitability is also significant (4.0089) for surveyed managers. about efficiency is less important (3.9213). The latter type of information was most often assessed at 4.0. The information about future demand for cash is least important (3.5471). The same concerns or types of financial information (3.4216). 16

8 much lower average score (4.1023). However, in this case half of ratings were less than 4.0. The information about current and future income was found as almost equally important (4.0448). The ratio of profitability is also significant (4.0089) for surveyed managers. about efficiency is less important (3.9213). The latter type of information was most often assessed at 4.0. The information about future demand for cash is least important (3.5471). The same concerns or types of financial information (3.4216). Summing up results for short-term management, very high average scores for most types of of information (above (above 4.0) 4.0) should should be noted. be noted. It means It means that small that small business business managers managers attach great attach importance great importance to short-term to short-term decision, decision, and it causes and it ir causes high ir information high information needs this needs area. in Ratings this area. for Ratings long-term for long-term management management are a bit lower are a (Diagram bit lower (Diagram 2). 2). Diagram Diagram 2: 2: Assessment Assessment of of information information types types expected expected in in long-term long-term decision decision making making 5,00 4,80 4,60 4,40 4,20 4,00 3,80 3,60 3,40 3,20 3,00 3,9740 3,8242 3,9095 3,7783 3,8569 3,9393 3,0944 Measures: Arithmetic average Median Mode Informatio n Level of debt Cost of capital Profitability of investments Current and future value of company Company's financial condition in relation to its competitors Expected financial results of planned long-term activities Or categories The The information information about about level level of of debt debt and and about about profitability profitability of investments of investments has mostly has mostly obtained obtained highest highest scores scores (5.0). (5.0). The The average average assessment assessment is is and and , , respectively. respectively. The The information about financial effects effects of of planned long-term activities received very very high high average scores (3.9393), too. Median and mode 4.0 mean that entrepreneurs assessed this area of information as very stable and equally relevant. The information about company s financial condition (3.8569) and about cost of capital (3.8242) was rated similarly, but slightly lower. Or financial information obtained lowest scores (3.0944; mode and median 3.0). Table 5 presents calculations of Chi-square statistic and contingency coefficient for selected factors in in a a short-term management area. area. The The presented calculations show show that that en- entrepreneurs information needs needs depend depend mainly mainly on on size of size of enterprise enterprise (information (information liquidity, liquidity, profitability, profitability, efficiency, efficiency, costs and costs or and financial or financial categories). categories). To some To extent some y extent are affected y are by affected managers by managers education (information education (information profitability, profitability, efficiency and efficiency demand and for cash). demand The for weakest cash). The dependence weakest can dependence be observed can for be observed life-cycle for phase life-cycle of company phase of (information company (information demand for cash demand about for cash cost and levels). about For cost levels). rest selected For factors rest selected (age of company and nature of business), dependence does not exist. All diagnosed correlations are weak (contingency coefficients are less than 0.3). Diagrams 3 5 present distribution of 18 entrepreneurs answers related to diagnosed dependencies. 17

9 about Table 5: Relationships between entrepreneur s information needs and assumed factors in short-term management Demand for cash Inco-me Cost Or Factor Size of enterprise Critical χ 2 = Empir. χ Liquidity Profitability Efficiency Dependence Exists Exists Exists Nonexisteexisted Exists Exists T-Czuprow C-Pearson Correlation Weak Weak Weak - - Weak Weak Factor Entrepreneur s education Critical χ 2 = Empir. χ Factor Life-cycle phase Critical χ 2 = Empir. χ Factor Nature of business Critical χ 2 = Empir. χ Dependence Factor Company s age Critical χ 2 = Empir. χ Dependence Dependence Nonexisteexisteexisteexisted Exists Exists Exists T-Czuprow C-Pearson Correlation - Weak Weak Weak Dependence Nonexisteexisteexisteexisteexisted Exists Exists T-Czuprow C-Pearson Correlation Weak - Weak - 18

10 Empir Diagram 5: Distribution of assessment of information in short-term management according to life-cycle phase Dependence Nonexiste d The research clearly shows that larger enterprise more attention is paid to all types of information (Diagram 3). Differences in in assessment range range are are from from 4 % 4 in % in case of case infor- of information about about demand demand for cash for cash to 10 to % 10 for % information information about about liquidity. liquidity. Diagram 3: Distribution of assessment of information in short-term management according to size of enterprise Liquidity Prof itability Efficiency of activity Current and future costs Or categories Enterprises: Selfemployed ind. Employing 1-9 workers Employing workers Employing workers Source: Source: Own Own elaboration elaboration The distribution of assessments depending on entrepreneurs education is more diverse (Diagram 4). The highest rating for for all all dependent information is provided is provided by entrepreneurs by with with higher higher economic economic education, education, while while lowest one lowest by managers one by managers with higher with technical higher education. technical education. Relatively Relatively high ratings high are ratings also issued are also by entrepreneurs issued by entrepreneurs with basic with and vocational basic and vocational education. education. From three From presented three types presented of information types of information information information about profitability about profitability ( ( ) is ) most important is most and important information and about information demand about for cash demand ( for ) cash ( is least ) important. is least important. Diagram 4: Distribution of assessment of information in short-term management Diagram 4: Distribution of assessment of information in short-term management according to manager s education according to manager s education Profitability Efficiency of activity The life-cycle phase of company affects information needs only in two areas 19 (Diagram 5). For all companies information about level of costs is more important. This is particularly true for companies University in of entry Technology and growth and Management phases. In stability and end-stage phases, entrepreneurs are especially interested in demand for cash Demand for Cash Education: Basic or vocational Secondary general Secondary vocational Higher humanities Higher technical Higher economic 20

11 Profitab Efficiency of activity Demand for C Higher technical Higher economic The life-cycle phase of company affects information needs only in two areas (Diagram 5). The For life-cycle all companies phase of information company about affects level information of costs is needs more only important. in two This areas is (Diagram particularly 5). For true all for companies in information entry and growth about phases. level In of costs stability is more and end-stage important. phases, This is particularly entrepreneurs true are for especially companies interested in entry in and demand growth for phases. cash. In stability and end-stage phases, entrepreneurs are especially interested in demand for cash. Diagram 5: Distribution of assessment of information in short-term management Diagram 5: Distribution of assessment of information in short-term management according to life-cycle phase according to life-cycle phase 4,60 4,40 4,20 4,00 3,80 3,60 3,40 3,20 3,00 3,2069 3,3830 Demand for Cash 3,5676 3,5635 4,2759 Table 6 presents calculations of Chi-square statistic and contingency coefficient for Table 6 presents calculations of Chi-square statistic and contingency coefficient for selected selected factors in long-term management. The entrepreneurs information needs, as for factors short-term, in long-term depend management. on size of The entrepreneurs enterprise (information information needs, as level for of debt, short-term, cost of depend capital, on profitability size of investments, enterprise (information value of company, level expected of debt, results cost of of capital, long-term profitability activities of and investments, about or value categories), of company, education expected of results manager of long-term (information activities and about level or of debt, categories), of capital, education value of of company, manager financial (information condition and level expected of debt, results cost of of capital, long-term value activities) of com- cost pany, and financial life-cycle condition phase and of expected company results (information of long-term activities) and value life-cycle of a company phase and of expected company results (information of long-term activities). value of In a addition, company and correlation expected results for of nature long-term of business activities). is diagnosed. In addition, It concerns correlation information nature of level business of debt is diagnosed. and about It concerns financial information condition in relation level to of company s debt and about competitors financial and condition sector. in relation to company s competitors and sector. The assessment of information in long-term management confirms trend that larger size of an enterprise determines larger information needs of its manager (Diagram 6). Differences in ratings range from 4.7 % (information about profitability of investments) to 8.7 % 21 (information about level of debt). The information about level of debt is most important for largest enterprises. For smallest one: about profitability of investment. For entrepreneurs with higher education, information Rzeszów about expected results of longterm activities is most important. The information about financial condition is most significant for managers with lower education (Diagram 7). The assessments of or types of information are more diversified. However, less demand for information is shown for entrepreneurs with vocational (technical) education, regardless of level. Diagram 8 shows that importance of information about company s value increases with phase of life cycle. For information about results of long-term activities, situation is reversed. The demand for both kinds of information is very similar for companies in growth and stability phases of life-cycle. 4,2138 3,9444 Current and future costs 4,0924 Life-cycle phase: Entry Growth Stability End-stage 20

12 about Table 6: Influence of endogenous factors on entrepreneur s information needs in long-term management Level of debt Cost of capital Value of company Prof. of investments Financial condition Expected results Or Factor Size of enterprise Critical χ 2 = Empir. χ Factor Entrepreneur s education Critical χ 2 = Empir. χ Factor Life-cycle phase Critical χ 2 = Empir. χ Factor Nature of business Critical χ 2 = Empir. χ Factor Company s age Critical χ 2 = Empir. χ Dependence Dependence Exists Exists Exists Exists Exists Exists T-Czuprow C-Pearson Correlation Weak Weak Weak Weak - Weak Weak Dependence Exists Exists Nonexisteexisted Exists Exists Exists T-Czuprow C-Pearson Correlation Weak Weak - Weak Weak Weak - Dependence Nonexisteexisteexisteexisteexisted Exists Exists T-Czuprow C-Pearson Correlation Weak - Weak - Dependence Exists Nonexisteexisteexisteexisteexisted Exists T-Czuprow C-Pearson Correlation Weak Weak

13 for entrepreneurs with vocational (technical) education, regardless of level. Diagram 8 shows that importance of information about company's value increases with phase of life cycle. For information about results of long-term activities, situation is reversed. The demand for both kinds of information is very similar for companies in growth and stability phases of life-cycle. Diagram 6: 6: Distribution of of entrepreneurs assessment of of information in in long-term management according to to size size of of enterprise 4,40 4,20 4,00 3,80 3,60 3,40 3,20 3,00 2,80 3,7900 4,0045 3,9752 4,1242 Level of debt 3,6200 Cost of capital 3,8062 3,9113 4,0258 3,8700 3,8348 4,0049 4,0516 Profitability of investmens 3,5550 Value of company 3,7942 3,8578 3,9161 3,6950 3,9799 4,0294 4,0196 Expected results of long-term activities 2,9167 Or categories 3,0807 3,1111 3,3091 Enterprises: Self-employed ind. Employing 1-9 workers Employing workers Employing workers Diagram Diagram 7: Distribution 7: Distribution of assessment of assessment of information Diagram 7: Distribution of assessment of of information information long-term in in long-term long-term management management management according according according to entrepreneur s to to entrepreneur s education education education 4,60 4,60 4,40 4,40 4,20 4,20 4,00 4,00 3,80 3,80 3,60 3,60 3,40 3,40 3,20 3,20 3,00 3,00 3,5926 4,1176 4,0929 3,5926 4,0000 3,7946 4,1176 4,0929 4,0921 4,0000 3,7946 3,5926 4,0921 4,0235 3,9696 3,5926 3,9231 3,5843 4,0235 3,9696 3,9375 3,9231 3,5843 3,4815 3,9375 4,1059 3,8870 3,4815 3,7582 3,5347 4,1059 3,8870 3,8625 3,7582 3,5347 3,8625 4,1852 3,9882 3,9217 3,8791 4,1852 3,6295 3,9882 3,9217 4,0126 3,8791 3,6295 3,7407 4,0126 4,0824 3,9211 3,7407 4,2637 3,7169 4,0824 3,9211 4,1125 4,2637 3,7169 4,1125 Level of debt Level of debt Cost of capital Value of company Financial condition in relation to competitors Financial and condition sector in relation to competitors and sector Source: Source: Own Own elaboration Diagram Diagram 8: Distribution 8: Distribution of assessment of assessment of information of information long-term in long-term management management Diagram 8: Distribution of assessment according to of life-cycle information phase in long-term management according to life-cycle phase according to life-cycle phase 4,50 4,50 4,00 4,00 3,50 3,50 3,00 3,00 3,4655 3,6276 3,6276 3,6719 3,6719 3,8429 Value of company Value of company 3,8429 Source: Source: Own elaboration Own Own elaboration 22 Diagram 9: Distribution of entrepreneurs assessment of information in long-term Diagram 9: Distribution of entrepreneurs assessment of information in long-term management University according of to nature Technology of and business Management management according to nature of business Cost of capital 3, Value of company ,1897 4,1897 3,9241 3,9241 3, Expected results of long-term activities ,8492 3,8738 Expected results of long-term activities Expected results of long-term activities Expected results of long-term activities 3,8738 Education: Education: Basic or vocational Basic or vocational Secondary general Secondary general Secondary vocational Secondary vocational Higher humanities Higher humanities Higher technical Higher technical Higher economic Higher economic Life-cycle phase: Entry Life-cycle phase: Entry Growth Growth Stability Stability End-stage End-stage Nature of business: Service Nature of business: Service 23

14 Informat about Value of company Expected results o long-term activities Diagram 9: 9: Distribution of of entrepreneurs assessment of of information in in long-term management according to to nature of of business Level of debt Financial condition in relation to competitors and sector Nature of business: Service Trade Production Mixed Source: Own Own elaboration. The research (Diagram 9) shows that information about level of debt (4.1610) and about 24 financial condition in relation to competitors (3.9748) is most needed by companies leading mixed activities (ca and 3.95). Not much lower level of information needs is reported by production and trading companies. However, this information is definitely less important for service companies ( and , respectively). Conclusions Entrepreneurs assessed usefulness of financial information in short-term management area highly. The scores exceed 4.0 in five-point scale. For long-term management ratings are a bit lower. It means that demand for financial information is significant and confirms widely recognized notion that small entities are primarily focused on survival in short term. about liquidity is most important for managers. It shows that for small companies, maintenance of liquidity is a key problem in short time. In this area, information about current and future costs is second on list of entrepreneurs priorities. about revenues and about profitability was also assessed as relatively high. It means that in short term, in addition to maintenance of liquidity, managers also try to maximize profit. about level of debt and about expected financial results of long-term activities is most significant in strategic management. Entrepreneurs rated usefulness of information about cost of capital as relatively low. In ir opinion, information about financial condition in relation to competitors and business sector is more significant. The hyposis about relationship between information needs and selected factors was only partially verified positively. In short-term management se needs depend on size of enterprise, entrepreneur s education and life-cycle phase in which company is. In addition to se factors, dependence on nature of business is diagnosed for long-term management. In all cases of dependence strength of correlation is weak. The demand for financial information does not depend on company s age. There is a noticeable trend that managers of larger enterprises assess usefulness of each types of financial information as higher. This usefulness is evaluated highly by managers with higher economic and humanistic education. Financial information seems to be underestimated by managers with vocational education regardless of its degree. Only some types of information needs depend on life-cycle phase and on nature of business. 23

15 The presented results of research are important characteristics of small enterprise sector in Poland. They describe information needs reported by ir managers and factors shaping m on basis of a representative empirical study. They complement gap in management knowledge about information conditions of decision making in small enterprises. The knowledge about managers information needs and demand for financial information in management can be used in future studies. First direction of m concerns comparative research of different enterprise sectors, countries and economies. Second is related to assessment of entrepreneurship s maturity and role of financial information among or classes of information in decision-making. But from author s point of view, most important is third direction of possible studies. Namely, results of this research have also a utilitarian value, especially for accounting practice. Its results may be basis for a review, construction and adaptation of information systems in small enterprises. Direction of next research should be an analysis of correlation between scope of information provided by currently used accounting systems in SME sector in Poland and diagnosed information needs of entrepreneurs. It would give reasons for recommendation of appropriate changes in small business accounting systems to adjust m better to changing internal and external conditions of small enterprise management. References Aczel, A. D., Soundepardian, J. (2009). Complete Business Statistics. New York: McGraw-Hill/ Irwin. Block, S. (1997). Capital Budgeting Techniques Used by Small Business Firms in 1990s. The Engineering Economist, 42 (2). Brusa, A., Tarnawa, A. (2011). Raport o stanie sektora małych i średnich przedsiębiorstw w Polsce (Report About Condition of Small and Medium Sized Enterprise Sector in Poland ). Warszawa: PARP [in Polish]. Chang, C. H., Lee, C. W. J. (1992). Acquisition as Business Strategy. Sourn Economic Journal, vol. 58 (3). Corner, D. C. (1967). Financial Incentive in Small Business. Social and Economic Administration, no. 5. Holmes, S., Kelly, G., Cunningham, R. (1991). The Small Firm Cycle: a Reappraisal. International Small Business Journal, vol. 4. Jaworski, J. (2011). The Use of Financial in Small Business Management in Poland. Opinions and Recommendations of Experts. Research Results. In: A. Adamik, S. Lachiewicz (Eds.) Methods and Concepts of Small and Medium-Sized Enterprises Management, Łódź: Technical University of Łódź Press. Jaworski J. (2012), Informacja finansowa w zarządzaniu małym przedsiębiorstwem. Potrzeby źródła wykorzystanie (Financial in Small Business Management. Needs Sources Usage), CeDeWu, Warszawa 2012 [in Polish]. Kieżun, W. (1998). Sprawne zarządzanie organizacją (Efficient Management of Organization). Warszawa: SGH [in Polish]. Luoma, G. A. (1967). Accounting in Managerial Decision-Making for Small Manufacturers. Research Monograph, no. 2, New York.: National Association of Accountants. Lybaert, N. (1998). The Use in a SME: its Importance and Some Elements of Influence. Small Business Economics, vol

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