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.
PurposeToday's environment imposes traceability compliance on food firms. Power within the interorganisational relationships in the food supply chain may hinder the integration necessary for that traceability to be effective. The purpose of the present study is to define the configuration of power in food industry‐distribution relationships from the food industry perspective.Design/methodology/approachThe variables of power configuration considered in this study have been classified as mediated and non‐mediated power sources, in accordance with the criteria used by French and Raven. The Rasch model employed in the treatment of the values given by the food industries to the construct perceived power (mediated and non‐mediated power sources) permit a unidimensional measurement of that construct. Thus, the model estimated using this methodology explains power‐shaping in the food industry‐distribution relationships in the Canary Islands.FindingsThe results obtained are mostly based on the distributors' use of mediated power sources; they describe a situation that does not contribute to a high level of commitment in such relationships, since the negative effects of this type of power do not favour the climate required for the implementation of active traceability.Research limitations/implicationsThe data applied in this study were gathered prior to the implementation of traceability as a legal requirement, and consequently it would be advisable and useful to conduct a post‐implementation.Originality/valueThe paper adopts a business management approach, aimed at improving relations in the food supply chain. The methodology employed allows food firms to establish suitable chain integration strategies, facilitating the effective implementation of traceability. The paper presents a conceptual framework and analytical methodology which sustain the present study and subsequent work.
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