This research paper examines the need of balance faced by owners-managers of very small companies (VSEs) between the time devoted to their “core business” and that dedicated to managing their activities and employees. Owners-managers, often the main producers of their core business, frequently neglect management activities, perceived as less productive, in favor of their core business, which can lead to costly dysfunctions. Four typical management scenarios emerge, ranging from hyper-centralization to no management at all, each presenting unique challenges. The research paper proposes that the creation of a “managerial core team” could help reconcile these two aspects and improve VSE performance.
