▁The ▁CE Os ▁of ▁S ME s ▁often ▁are ▁the ▁found ers , ▁own ers , ▁and ▁manager ▁of ▁the ▁S ME s . ▁The ▁duties ▁of ▁the ▁CE O ▁in ▁S ME ▁are ▁difficult , ▁and ▁mirror ▁those ▁of ▁the ▁CE O ▁of ▁a ▁large ▁company : ▁the ▁CE O ▁needs ▁to ▁strateg ically ▁allocate ▁her / his ▁time , ▁energy , ▁and ▁assets ▁to ▁direct ▁the ▁S ME s . ▁Typ ically , ▁the ▁CE O ▁is ▁the ▁strateg ist , ▁champion ▁and ▁leader ▁for ▁developing ▁the ▁S ME ▁or ▁the ▁prime ▁reason ▁for ▁the ▁business ▁failing . ▁ ▁At ▁the ▁employee ▁level , ▁Pet rak is ▁and ▁Kost is ▁( 2 0 1 2 ) ▁explore ▁the ▁role ▁of ▁inter person al ▁trust ▁and ▁knowledge ▁in ▁the ▁number ▁of ▁small ▁and ▁medium ▁enter pr ises . ▁They ▁conclude ▁that ▁knowledge ▁posit ively ▁affect s ▁the ▁number ▁of ▁S ME s , ▁which ▁in ▁turn , ▁posit ively ▁affect s ▁inter person al ▁trust . ▁Note ▁that ▁the ▁empir ical ▁results ▁indicate ▁that ▁inter person al ▁trust ▁does ▁not ▁affect ▁the ▁number ▁of ▁S ME s . ▁Therefore , ▁although ▁knowledge ▁development ▁can ▁rein force ▁S ME s , ▁trust ▁becomes ▁w ides p read ▁in ▁a ▁society ▁when ▁the ▁number ▁of ▁S ME s ▁is ▁greater . ▁ ▁Leg al ▁boundary ▁on ▁S ME s ▁around ▁the ▁world ▁ ▁Mult il ater al ▁organizations ▁have ▁been ▁critic ized ▁for ▁using ▁one ▁measure ▁for ▁all . ▁The ▁legal ▁boundary ▁of ▁S