Boxing or golfing: a view of small business competition

Upson, John W.; Green, Kimberly M.

doi:10.1080/08276331.2019.1691324

Cited by 7 publications

(6 citation statements)

References 44 publications

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“…The same research in SFs (11–50 employees) in the same sector highlighted data triangulation and confirmed the theoretical saturation from a sample of 11 respondents. Upson and Green (2020) have made a similar comparison as triangulation aims at semantic convergence by comparing two or more data sets to enhance the reliability of findings.…”

Section: Methodsmentioning

confidence: 99%

Crisis, innovation and change management: a blind spot for micro-firms?

Chatzinikolaou

Vlados²

2022

JEEE

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Purpose This paper aims to explore how the owners of less competitive micro-firms (MFs) perceive the “crisis–innovation–change management” triangle. It examines whether their understanding of these overarching entrepreneurship theory principles is inadequate compared to the relevant scientific literature. Design/methodology/approach This qualitative analysis follows principles based on the inductive method and grounded theory, thickly describing the results from research conducted in a sample of 38 tertiary-sector MFs in the Eastern Macedonia and Thrace region – one of the least developed and competitive areas across Europe. It triangulates the data with 11 respective small firms. Findings MF owners perceive the crisis as an ostensibly exogenous phenomenon, innovation as something quasi-unattainable – although vaguely significant – and change management as a relatively unknown process. This understanding lies somewhat distant from the extant literature that examines the structural nature of crises, the innovational power to exit profound restructurings and the rebalancing requisite for building new overall organizational methods to survive this internal–external transformation. In essence, the triangle crisis–innovation–change management is a blind spot for the examined MF owners as they ignore its significance as an adaptation mechanism – contrary to several direct competitors. Social implications Based on the reluctance of these individuals to cultivate their systematic business knowledge, it seems unrealistic that they would seek to pay the necessary high price for business consulting in the future. An ideal solution would be to build public entrepreneurship clinics to provide these less dynamic and adaptable organizations with free preliminary or in-depth counseling. The Institute of Local Development-Innovation could aim to provide free consulting services to reinforce organizational physiology by coordinating different socioeconomic actors. Originality/value To the best of our knowledge, this empirical research is one of the first to test the comprehension of weaker MFs – less competitive and developed in organizational terms – to the triangle crisis–innovation–change management.

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Section: Methodsmentioning

confidence: 99%

Crisis, innovation and change management: a blind spot for micro-firms?

Chatzinikolaou

Vlados²

2022

JEEE

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“…In the literature, studies were found on SMEs' SM, however, they are based on only one of the aspects addressed here or only mention the existence, nonexistence or importance of SM (BEHLING;LENZI, 2019;KEUNG, 2019;GONÇALVES et al, 2017;HABIB;HASAN, 2019;MORARU;POPA, 2018;SOARES;TEIXEIRA;PELISSARI, 2011;UPSON;GREEN, 2017;WEBER;GENESTE;CONNELL, 2015), this being a differential of this study. To meet the proposed objective, initially the theoretical aspects that underlie the SM analysis will be discussed and, later, a diagnosis will be made through cluster analysis.…”

Section: Introductionmentioning

confidence: 93%

“…The focus on the analysis of SM models (MILES; SNOW, 1978;MINTZBERG, 1973), in its importance (GONÇALVES et al, 2017;SAHNI, 2017), the impact on performance KEUNG, 2019;MATTIODA ;DAUGHERTY, 2007) and the challenges faced in organizations (WIT, 2017) have prevailed. However, most studies still focus on the reality of large organizations, leaving small companies in the background (SANTOS; DOROW; BEUREN, 2016;UPSON;GREEN, 2017).…”

Section: Introductionmentioning

confidence: 99%

“…In addition to their economic and social importance, Micro and Small-sized Enterprises (MSEs) have particularities that make them different from large companies. Among the main differences we can mention the scarcity of resources, not only financial or material, but also the lack of time dedicated to management, inexperience and lack of technical knowledge in the various areas of the business (ELKHOULY; MARWAN, 2016;GARRIDO-LOPEZ et al, 2018;GHOBADIAN;GALLEAR, 1996;KARADAG, 2015;MITCHELL et al, 2015;MORARU;POPA, 2018;SAHNI, 2017;UPSON;GREEN, 2017). Many of these problems could be predicted and avoided if SM was used at the stage of MSE development (LIBERMAN-YACONI;HOOPER;HUTCHINGS, 2010;SANTOS;DOROW;BEUREN, 2016;ŠVÁROVÁ;VRCHOTA, 2013).…”

Section: Introductionmentioning

confidence: 99%

See 1 more Smart Citation

Dimensions of Strategic Management in the Context of Micro and Small-Sized Enterprises

Mendes¹,

Oliveira²,

Kremer³

et al. 2021

RBGDR

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Given the economic and social importance of Micro and Small Enterprises (MSEs) and the management challenges faced by these companies, this study sought to diagnose the Strategic Management (SM) of MSEs, focusing on the dimensions of information sources, organizational behavior, competence formation, strategy formulation and inter-functionality. Data were collected through a questionnaire and analyzed using cluster analysis. In addition, Fisher's exact test was performed to verify whether the adoption of SM is associated with the profile of the manager and the company. The results reveal that MSEs have difficulties in accessing information, in encouraging team participation and centralizing decision-making. Although the personal characteristics of the manager are not associated with strategic practices, it is assumed that training in the area could contribute to the adoption of SM in the context of MSEs.

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“…Competitive surprises affect SMEs' survival, and thus research on competition is of significance to SMEs. However, most of the literature on this topic has focused on large enterprise competition (Upson and Green, 2020). When it comes to risks posed by a competitive environment on SMEs' survivability, the literature is sparse (example, Lima et al, 2019).…”

Section: Introductionmentioning

confidence: 99%

Dealing with surprise attacks: decomposing ERM as a dynamic capability to handle crises

Venkatesh

Dasgupta

Prashar

et al. 2021

JSBED

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PurposeTurbulent hypercompetitive market conditions make small and medium enterprises (SMEs) vulnerable to abrupt crises caused by unexpected competitor moves. In these situations, enterprise risk management (ERM) can serve as a dynamic capability (DC) to overcome the impending crisis and improve SMEs' survival rates. To explore this capacity, which has only been vaguely addressed in prior research, we conduct an exploratory, abductive study to update the extant (ERM and DC) literature with empirical evidence from expert interviews.Design/methodology/approachWe conduct an exploratory, abductive study using empirical evidence from expert interviews.FindingsOur findings reveal ERM as a second-order DC in the micro-foundational components of competitive intelligence gathering, alliance building and integrative capabilities. We find that competitive intensity and government policy moderate the effects of these foundational capabilities. Finally, our study proposes a survivability model that provides new valuable knowledge of ERM as a DC for SMEs to deal with competition-driven crises.Originality/valueThis research survivability model shows how ERM as DC can facilitate the survivability of SMEs against competitive surprises. Although restricted to crises arising out of competitive surprises, this study provides valuable knowledge to the literature on what type of DCs are useful for specific situations. The study findings not only extended Teece's (2007) DCs framework to competitive crises but also placed it within a hierarchy of capabilities. The research findings indicate that an ERM culture in SMEs promote the growth and development of sensing, seizing and reconfiguring capabilities, vital for tiding competitive crises.

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Boxing or golfing: a view of small business competition

Cited by 7 publications

References 44 publications

Crisis, innovation and change management: a blind spot for micro-firms?

Crisis, innovation and change management: a blind spot for micro-firms?

Dimensions of Strategic Management in the Context of Micro and Small-Sized Enterprises

Dealing with surprise attacks: decomposing ERM as a dynamic capability to handle crises

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