This paper analyses the strategic behaviour of small and medium-sized enterprises (SMEs) and identifies the entrepreneurial, technological, and administrative problems of the Miles and Snow typology (1978). This typology is applied to a sample of SMEs in the Canary Islands (Spain) by using a multi-item questionnaire. Then, the Rasch Measurement Theory is applied to obtain the results, with the linear continuum as a key tool. By applying the Rasch Measurement, there is a coherency between the data treatment and the new interpretation of the Miles and Snow typology (1978), which lists 4 types that are close to trends than to pure types (for example, Sollosy 2013). There are differences between the administrative and the technological problems, with their technological approach being more prospector and their administrative one, which is more defender. This shows an almost absence of enterprises with purely defender or prospector behaviours. These results show that SMEs do not follow any comprehensive framework in order to develop their strategies. Managers should analyse their strategic situation and consider the alignment of the three problems.
Purpose -The paper's aim is to develop a diagnosis of the environment of the agrifood supply chain based on members' perceptions of environmental uncertainty. Design/methodology/approach -Environmental uncertainty is defined as the lack of information about the external environment and is obtained by integrating the perceived dynamism and complexity of the environmental variables. The measurements that are used are the result of applying the Rasch methodology to the information obtained by means of a questionnaire completed by the deciders of firms in the Canary Islands (Spain). Those measures permit the complexity and dynamism perceived by the groups of firms in the supply chain together with the levels of perceived dynamism and complexity of the environmental variables to be jointly positioned on a map. Findings -According to the perceptions of the members of the agrifood supply chain (agriculture, agrifood industry and distribution), the main sources of environmental uncertainty are demand and competitors. The agricultural sector perceives somewhat more uncertainty than agrifood industry sector, while the distribution sector perceives a stable environment.Research limitations/implications -The paper presents a useful tool for the business population and public institutions to identify which variables are perceived as the most dynamic and complex and how those variables are perceived by each member of the agrifood supply chain. Originality/value -The paper operationalises the proposal of Duncan by means of a new application of the Rasch methodology. The results reflect the thinking of the members of all sectors of a supply chain. It is one of the first to study the environmental uncertainty perceived in the agrifood supply chain from a strategic perspective as a fundamental antecedent of the promotion of vertical collaboration in the agrifood supply chain.
Purpose – The purpose of this paper is to study the strategic process of small- and medium-sized enterprises (SMEs) including strategic reference points (SRP) (Fiegenbaum et al., 1996). Design/methodology/approach – The paper identifies the strategic positioning of SMEs (Lavie and Fiegenbaum, 2000, 2003) according to the importance that their managers give to internal and external SRP. Their influence on strategic types (Miles and Snow, 1978) and performance are analysed. This study uses information, from 83 SMEs in the Canary Islands (Spain), collected with a questionnaire. Findings – SMEs are primarily adaptive firms followed by narcissist ones: numerous SMEs focus their attention on internal SRPs. SMEs strategic positioning determines their strategic orientations to a much lesser extent than their characteristics (sector, size and age) do. The results show that product specialisation, the only difference between adaptive SMEs and narcissist and amorphous ones, is not evident in their performance. Practical implications – Decision makers and institutions should reflect about the maturity of the strategic process and the adaptation dynamic of SMEs. The need for SMEs to focus on their external vision should be highlighted. Originality/value – The study includes SRP in the strategic process of SMEs. It contributes to the literature by drawing a map of the strategic positioning of SMEs, based on their SRPs (Lavie and Fiegenbaum (2000, 2003) and by linking the strategic positioning of SMEs with their strategic types. It also has the value of applying the Rasch Rating Scale Model (Andrich, 1978, 1988).
PurposeThe purpose of this paper is to analyse the information shared by SMEs with their main customers and suppliers and its implications on their performance.Design/methodology/approachThe paper puts forward the concept of arcs of communication based on the frequency and direction of the information exchanged by SMEs with their main customers and suppliers. SMEs are classified by the arc of communication they belong to using data from a survey carried out in the Canary Islands (Spain). The Rasch Measurement Theory is applied.FindingsThe largest group of small- and medium-sized enterprises (SMEs) shares information frequently with both customers and suppliers (broad arc of communication). Differences were detected in the performance of SMEs belonging to this broad arc, as well as, in those firms that communicated frequently with their main suppliers (asymmetrical arc of communication towards suppliers). In both cases, these firms were better than their competitors in innovation.Practical implicationsThis study demonstrates the need for better management of the links between SMEs and their suppliers and with their customers in accordance with their strategies, promoting a greater cooperative behaviour throughout the supply chain.Originality/valueSMEs’ customers and suppliers are their main sources of information compared to large firms, which have greater resources to search for and acquire information. This paper investigates the information exchanged by SMEs with their main customers and suppliers from a strategic focus by adding to the literature the concept of arcs of communication. It also has the added value of applying the Rasch Measurement Theory (Rasch, 1960/1980).
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