Rights statement: This is the peer reviewed version of the following article: Battisti, M. and Deakins, D. (2018), Microfoundations of Small Business Tax Behaviour: A Capability Perspective. Brit J Manage, 29: 497-513. doi:10.1111/1467-8551.12244 which has been published in final form at http://onlinelibrary.wiley.com/doi/10.1111/1467-8551.12244/abstract This article may be used for non-commercial purposes in accordance With Wiley Terms and Conditions for self-archiving.
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Final published version
Research output: Contribution to Journal/Magazine › Journal article › peer-review
Research output: Contribution to Journal/Magazine › Journal article › peer-review
}
TY - JOUR
T1 - Microfoundations of small business tax behaviour
T2 - A capability perspective
AU - Battisti, Martina
AU - Deakins, David
N1 - This is the peer reviewed version of the following article: Battisti, M. and Deakins, D. (2018), Microfoundations of Small Business Tax Behaviour: A Capability Perspective. Brit J Manage, 29: 497-513. doi:10.1111/1467-8551.12244 which has been published in final form at http://onlinelibrary.wiley.com/doi/10.1111/1467-8551.12244/abstract This article may be used for non-commercial purposes in accordance With Wiley Terms and Conditions for self-archiving.
PY - 2018/7
Y1 - 2018/7
N2 - Small business tax behaviour has received surprisingly little attention. We argue that an organizational capability perspective using microfoundations will allow us to better understand the relationships between different drivers and the dynamics of small business tax behaviour. This study draws on in-depth interviews with 42 small business owners who are matched with the firms’ factual tax compliance status. Using grounded theory, we build a framework that (a) identifies different microfoundations of small business capability to manage tax and (b) explains the dynamic nature of the relationship between organizational capability and compliance. Findings suggest that high capability does not necessarily translate into high tax compliance and this relationship is mediated by the owner-managers’ perceptions of taxation as well changes in the economic and regulatory environment.
AB - Small business tax behaviour has received surprisingly little attention. We argue that an organizational capability perspective using microfoundations will allow us to better understand the relationships between different drivers and the dynamics of small business tax behaviour. This study draws on in-depth interviews with 42 small business owners who are matched with the firms’ factual tax compliance status. Using grounded theory, we build a framework that (a) identifies different microfoundations of small business capability to manage tax and (b) explains the dynamic nature of the relationship between organizational capability and compliance. Findings suggest that high capability does not necessarily translate into high tax compliance and this relationship is mediated by the owner-managers’ perceptions of taxation as well changes in the economic and regulatory environment.
U2 - 10.1111/1467-8551.12244
DO - 10.1111/1467-8551.12244
M3 - Journal article
VL - 29
SP - 497
EP - 513
JO - British Journal of Management
JF - British Journal of Management
SN - 1045-3172
IS - 3
ER -