OPBSOffice of Planning and Budget Services (Georgia)
OPBSOdd-Perfect Binary Sequence
OPBSOffice of Post-Baccalaureate Studies (Manhattan College; Riverdale, NY)
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References in periodicals archive ?
As outsourcing certain activities would be associated with additional costs, many OPBs simply cannot afford to do so.
OPBs therefore depend on the founder's specific ideas as well as his/her specific set of skills and strategies.
As discussed in the previous section, the studies found in the literature on growth in OPBs to date tend to take the economic approach, as they address the impact of OPBs on overall economic growth, usually with regard to employment effects (e.g., Audretsch et al., 2006; van Stel, Carree, & Thurik, 2005).
However, this measure is not very appropriate for small businesses and OPBs in particular because their market shares tend to be far smaller and are thus difficult to measure.
Moreover, it is especially important in the study of OPBs because hiring an employee marks a significant change in the structure of the business.
As explained above, the internal organizational structures in OPBs are characterized by those of the enterprise and the entrepreneur, which is why it appears to make little sense to capture this dimension.
In absolute terms, the growth observed in the number of employees is relatively low in the one-person startups: After eight years (in 2005), the OPBs had an average of 1.33 employees (median= 0.5, range= 0 - 14.5).
In light of the low level of absolute growth and the definition of OPBs used, we defined growth in the number of employees (i.e., the hiring of at least one half-time employee within eight years) as the dependent variable.
The role of the founder's resources in terms of human capital, a factor which is often associated with startup growth potential in general entrepreneurship literature (e.g., Baum, Locke, & Smith, 2001), can also be identified --at least as a statistical trend-- in the OPBs observed in this study.