Strategic configurations and performance: a study in micro and small business retailers

Damke, Elói Junior; Gimenez, Fernando Antônio Prado; Damke, Joice Franciele Wendling

doi:10.1016/j.rauspm.2017.12.005

Cited by 9 publications

(14 citation statements)

References 46 publications

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“…SP plays a fundamental role in microenterprises to face scenarios in difficult economic times, which is why decision-making turns out to be crucial to manage resources (Uzarski and Broome, 2019). It should be noted that micro-, small- and medium-sized enterprises (SMEs) represent one of the main organizations that shows the greatest representation anywhere in the world (Damke et al , 2018), and they are the ones that contribute significantly to the economic development of SMEs. From job creation, flexibility to adapt to new situations, fostering the entrepreneurial spirit, product differentiation and being part of the sub-industry in large companies (Erdin and Ozkaya, 2020).…”

Section: Theoretical Frameworkmentioning

confidence: 99%

“…According to research carried out around business performance, one of the main objectives of microenterprises is focused on improving the performance of the organization (Davila, 2000; Donkor et al , 2018) through the use and application of strategic plans that contribute to achieving the organizational objectives (Schendel and Hoper, 1979; Steiner, 2010) and with it, obtain a satisfactory business performance from tangible (financial) and intangible (non-financial) results (Cheng and Krumwiede, 2017; Moshirian et al , 2017) of the company or organization (Barajas et al , 2017; Damke et al , 2018; Ojha et al , 2020). According to Noordin et al (2015), microenterprise performance is conceptualized as the degree to which an organization achieves success through performance in the following: production and marketing; financial; and non-financial (Ojha et al , 2020).…”

Section: Theoretical Frameworkmentioning

confidence: 99%

“…Studies related to strategic planning (SP), financial (tangible) and non-financial (intangible) performance in microenterprises have had greater relevance and interest from researchers in recent years (Damke et al , 2018; Noordin et al , 2015; Ojha et al , 2020) because of the competitive impact they generate in both national and international markets (Damke et al , 2018; Uzarski and Broome, 2019) through tangible and intangible results and microenterprise results.…”

Section: Introductionmentioning

confidence: 99%

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Strategic planning key factor in tangible–intangible results in microenterprises

López-Lemus

Carranza

Ibarra

et al. 2021

MRJIAM

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Purpose The objective of this research is to know the degree of influence that strategic planning (SP) exerts on the tangible and intangible results of business microenterprises in the state of Guanajuato, Mexico. Design/methodology/approach The methodological design was quantitative, explanatory, observational and cross-sectional, where a sample of 407 young leaders of microenterprises from the state of Guanajuato, Mexico, was obtained. To evaluate hypotheses, a structural equation model (SEM) was developed. Regarding the goodness and adjustment indices of the SEM, they were absolutely acceptable. Findings The results obtained through Pearson’s correlation show that there is a positive and significant relationship between SP and the tangible and intangible results of microenterprises. In addition, through the results obtained with the SEM model, it is statistically demonstrated that SP positively and significantly influences the tangible and intangible results of microenterprises in the state of Guanajuato, Mexico. Research limitations/implications In this research, only SP was valued as a variable that intervenes in the process of achieving tangible and intangible results to achieve the business objectives of entrepreneurial microenterprises in the state of Guanajuato. It is essential to point out that other variables that intervene in the process must be considered to generate tangible and intangible results. It is recommended to carry out further research under these variables to identify strategies for improving entrepreneurial microenterprises for their growth, sustainability and rapid positioning in a highly competitive market. Practical implications SP represents one of the tools to achieve the success of microenterprises through tangible and intangible results. However, microenterprises show a need to involve the use and application of SP to define clear indicators that contribute to obtaining satisfactory tangible and intangible results. Originality/value The findings are relevant and of great value, because there is currently not enough research that focuses on the variables analyzed, in this sense, SP and the tangible and intangible results of young entrepreneurial leaders of microenterprises in the Mexican context. The limitations of this study lie in the low participation and interest of young microenterprise entrepreneurs in the state of Guanajuato, Mexico.

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Section: Theoretical Frameworkmentioning

confidence: 99%

Section: Theoretical Frameworkmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 1 more Smart Citation

Strategic planning key factor in tangible–intangible results in microenterprises

López-Lemus

Carranza

Ibarra

et al. 2021

MRJIAM

View full text Add to dashboard Cite

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“…Fundamental à tomada de decisão (Miller & Cardinal, 1994;Spee & Jarzablowski, 2011), o planejamento estratégico (Hansen, Otley & Van der Stede, 2003;Merchant & Van der Stede, 2011), portanto, é instrumento de controle imprescindível à gestão empresarial, exercendo influência no desempenho organizacional, a depender do contexto no qual as empresas estão inseridas, e de seu porte (Damke Jr., Gimenez & Damke, 2018;Sandada, Pooe & Dhurup, 2014).…”

Section: Planejamento Estratégico E Orçamentounclassified

Interface between entrepreneurial orientation, strategic planning and budget: Configurations for high performance

Frare

Horz

Barbosa

et al. 2021

REGEPE

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Study objective: To analyze and identify the configurations capable of promoting high organizational performance, based on the relationship between innovativeness, risk-taking, proactiveness and strategic planning and budget. Methodology/approach: Data collected by survey with companies linked to the Chamber of Commerce, belonging to one of the municipalities with the highest development rates in Brazil; and analyzed using the fuzzy-set Qualitative Comparative Analysis (fsQCA) technique. Main Results: The findings indicate that innovativeness is necessary and proactiveness is almost always necessary to promote high organizational performance. For this, three solutions (S) are sufficient: the presence of innovativeness and proactiveness (S1); the presence of innovativeness, risk-taking and strategic planning and budget (S2); and the absence of risk-taking, as well as strategic planning and budget (S3). Theoretical and Methodological Contributions: Theoretically, the findings add the budgetary perspective to the discussion on strategic planning, entrepreneurial orientation (EO) and performance. Relevance/originality: The study is relevant, as it permits the identification of the strategic planning and budget interface in detriment to EO elements, which is in accordance with the causal conditions that promote high performance. Social/management contributions: This study brings new meanings to the pertinence of the interface between entrepreneurial elements and the strategic planning and budget, highlighting possible configurations for organizations to reach a high performance level.

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“…In this context, it is important to expand knowledge of which SMPs positively affect small firm performance. Multiple studies have explored the impact of various SMPs on small business performance, including strategic planning (Damke, Gimenez, & Damke, 2018;Kraus, Harms, & Schwarz, 2006;Sandada, Pooe, & Dhurup, 2014), goal setting (Aurelia, Cardonib, Baldoc, & Lombardid, 2018;Owens, Kirwan, Lounsbury, Levy, & Gibson, 2013), financial ratio analysis (Ashhari & Faizal, 2018;Thomas & Evanson, 1987), total quality management (TQM) (Chiarini, 2019;O'Neill, Sohal, & Teng, 2016), social capital (Hernandez-Carrion, Camarero-Izquierdo, & Gutierrez-Cillan, 2017;Stam, Arzlanian, & Elfring, 2014), and entrepreneurial orientation (EO) (Liguori, Bendickson, & McDowell, 2018;Wiklund & Shepherd, 2005). However, small business leaders often simultaneously apply multiple SMPs to enhance their firms' performance.…”

Section: Introductionmentioning

confidence: 99%

Small business strategic management practices and performance: A configurational approach

Williams

Smith

Aaron

et al. 2019

Economic Research-Ekonomska Istraživanja

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Small businesses contribute to society on many fronts: job creation, tax revenues, functional products and services, charitable donations, technological developments, and social contributions to communities. Given these contributions, and small firms' limited resources, it is important to understand what strategic management practices (SMPs)activities engaged to develop and implement strategypositively impact small firm performance. Small business leaders may apply various combinations of SMPs to achieve performance objectives. Here, we apply Fuzzy set Qualitative Comparative Analysis (fsQCA) to explore how various combinations of six different SMPsentrepreneurial orientation (EO), strategic planning, goal setting, total quality management (TQM), social capital, and small business owners' analysis of financial ratiosaffect performance. From a sample of U.S. printing companies, we found four different configurations of SMPs related to higher small business performance.

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Strategic configurations and performance: a study in micro and small business retailers

Cited by 9 publications

References 46 publications

Strategic planning key factor in tangible–intangible results in microenterprises

Strategic planning key factor in tangible–intangible results in microenterprises

Interface between entrepreneurial orientation, strategic planning and budget: Configurations for high performance

Small business strategic management practices and performance: A configurational approach

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