Do Small Businesses Manifest a Certain Strategic Logic? An Approach for Identifying It

d’Amboise, Gérald

doi:10.1080/08276331.1993.10600444

Cited by 16 publications

(6 citation statements)

References 21 publications

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“…Strategy in small firms may or may not be intentional and generally emerges through a series of incremental adjustments to the opportunities and threats confronted by the firm over‐time. Strategies are based on the owner‐manager's subjective interpretations of and reactions to the day‐to‐day situations confronted by the firm (D' Amboise, 1993; Williams and Tse, 1995). In small firms, then, business strategies are deduced from activities in the major functional areas of finance, human resource management (HRM), marketing, production and operations and information and communications technology.…”

Section: Research Frameworkmentioning

confidence: 99%

Gender, personal values, strategies and small business performance

Boohene¹,

Sheridan²,

Kotey³

2008

Equal Opportunities International

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If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -While most studies concerning gender differences in small business performance have emerged from developed countries, how applicable the results are to transitional economies, where there still exist significant differences in the socialisation of men and women, is not clear. The purpose of this paper is to examine the influence of gender on the performance of small businesses in Ghana by exploring the impact of personal values on business owners' choice of strategies, specifically asking, do women and men pursue different business strategies, how do personal values influence their strategies and how do their strategies affect performance? Design/methodology/approach -A total of 600 owner-managers of small retail shops in the Greater Accra Region were surveyed. Results were analysed using the partial least squares approach to structural equation modelling. Findings -The results suggest that there are gender differences in personal values, which lead to different strategies adopted by women and men, which in turn influence performance; specifically Ghanaian women owner-managers are more risk-averse than Ghanaian men, and this affects their pursuit of specific functional strategies and ultimately their performance in varied ways. Research limitations/implications -Further studies will need to replicate these findings with other types of businesses, in other locations. Practical implications -The results suggest that closer attention should be given to developing the entrepreneurial values of women if the goal of greater economic development is to be achieved in transitional economies. Originality/value -Limited research has been conducted on women and men small business owners in transitional economies such as Ghana. This empirical research provides important insights into this field.

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Section: Research Frameworkmentioning

confidence: 99%

Gender, personal values, strategies and small business performance

Boohene¹,

Sheridan²,

Kotey³

2008

Equal Opportunities International

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“…A considerable number of papers have studied competitive strategy in SMEs using strategic classifications such as Porter's (1980) strategy framework (e.g., D'Amboise 1993;Pelham 2000;Barth 2003), Ansoff's (1965) product-market matrix (e.g., Teach and Schwartz 2000;Moreno and Casillas 2008) or Miles and Snow's (1978) adaptation strategies (e.g., Shortell and Zajac 1990;O'Regan and Ghobadian 2006), thereby assuming that these strategies are also relevant for SMEs. In addition, some studies have adapted these well-known taxonomies or proposed alternative classifications that take account of the specific advantages and disadvantages of SMEs (e.g., Noteboom 1993;Chen and Hambrick 1995;Lee et al 1999).…”

Section: Introductionmentioning

confidence: 99%

Generic strategies and firm performance in SMEs: a longitudinal study of Austrian SMEs

2009

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“…We have therefore decided to focus our study on GS of tangible intermediates and finished products. Furthermore, since Small and Medium Enterprises (SMEs) tend to adopt less formal strategies which are not always explicit (Kemp and Gibcus, 2003; D’Amboise, 1993), we focus on large MNCs[1].…”

Section: Introductionmentioning

confidence: 99%

Global sourcing strategy and structure: towards a conceptual framework

Jia

Orzes

Sartor

et al. 2017

IJOPM

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Purpose The purpose of this paper is to develop a synthesised conceptual framework for global sourcing (GS) strategy and structure. Design/methodology/approach The authors adopt a systematic literature review method and analyse through content analysis techniques 52 peer-reviewed journal articles focussed on GS strategy and structure. Based on these analyses, a conceptual model is developed. Findings A synthesised construct of GS strategy, consisting of three dimensions, i.e., supply internationalisation, internal integration and external integration, is proposed. The GS structure construct is further broken down into structural design and control and coordination, consisting of three dimensions for each. Propositions for GS strategy, GS structure and, in particular, the relationships between them are developed for future empirical validation. Originality/value This is the first study which synthesises various dimensions of GS strategy and GS structure and advances/extends the theory of the strategy-structure nexus to a GS context. The conceptual model provides a comprehensive framework for future empirical work and opens avenues of research on this topic.

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Do Small Businesses Manifest a Certain Strategic Logic? An Approach for Identifying It

Cited by 16 publications

References 21 publications

Gender, personal values, strategies and small business performance

Gender, personal values, strategies and small business performance

Generic strategies and firm performance in SMEs: a longitudinal study of Austrian SMEs

Global sourcing strategy and structure: towards a conceptual framework

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