Does A Good Strategy Help SMES’ Leaders in Managing a Crisis?

Frangieh, Maria; RUSU, Daniel

doi:10.5171/2021.410043

Cited by 3 publications

(4 citation statements)

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“…for the potential sales of Paraguayan MSMEs, which is comparable to studies of a similar nature carried out by Frangieh & Rusu (2021) and Mageto et al (2020). However, in line with Twahirwa et al findings from 2021, certain strategic choices, like the cancellation of planned investments, have been a major element that has also significantly impacted the likelihood of sales in Paraguayan MSMEs throughout the pandemic.…”

Section: Marconattosupporting

confidence: 81%

“…But in crisis situations, these actions are threatened, so in the pandemic context, MSMEs were forced to change their business model and strategy (Mitroff & Anagnos, 2001;Seeger et al, 1998;Mansor et al, 2021). For example, resorting to outsourcing some operations as a strategy to reduce costs as well as to maintain or even increase their sales (Frangieh & Rusu, 2021;Mageto et al, 2020;Rusu et al, 2020) Some recent studies, such as those conducted by Mageto et al (2022) and Zulkiffli and Padlee (2021), have found that the outsourcing of some operations has a positive effect on the business performance of MSMEs and is a valid strategy through which these types of companies can access capabilities that they lack internally at a lower cost. In this sense, the increasing use of this strategy of outsourcing certain operations, such as the delivery of products to the final customer during the pandemic, could have contributed to the improvement of sales performance in MSMEs.…”

Section: Msmesmentioning

confidence: 99%

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Internal organizational characteristics and their impact on sales: the case of Paraguayan MSMEs during the covid-19 pandemic

Sánchez-Báez,

Sanabria,

Ferrer-Dávalos

2023

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This paper empirically analyzes the relationship between certain organizational characteristics and sales performance on a sample of 360 micro, small and medium-sized enterprises (MSMEs) from Paraguay. The results from the logistic regression analysis show that the outsourcing of operations has a positive impact on sales. On the other hand, it was observed that relationships with suppliers in the supply chain as well as the delay of planned investments before the pandemic negatively influence sales.These results might help businesses and policy makers to strengthen certain internal characteristics of MSMEs to improve sales possibilities, especially during crisis periods.

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Section: Marconattosupporting

confidence: 81%

Section: Msmesmentioning

confidence: 99%

Internal organizational characteristics and their impact on sales: the case of Paraguayan MSMEs during the covid-19 pandemic

Sánchez-Báez,

Sanabria,

Ferrer-Dávalos

2023

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“…To tackle with the events in the environment that potentially threaten organizational survival (Lengnick-Hall et al ., 2011), profitability and operational ability (Semerciöz et al ., 2015), firms choose special course of action, which is called strategic responses. Frangieh and Rusu (2021) show that when an SME's leader chooses a proper strategy, it strengthens the company, making it more flexible in anticipating and containing the crisis damages. Scholars have examined strategic responses to various kinds of adverse economic conditions from companies in different countries, sizes and backgrounds (e.g.…”

Section: Theoretical Background and Hypothesesmentioning

confidence: 99%

The role of effectuation and causation for SME survival amidst economic crisis

Osiyevskyy

Shirokova²,

Ehsani

2023

IJEBR

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PurposeEconomy-wide crises create major challenges for small and medium enterprises (SMEs). Existing studies emphasize the crucial role of contrasting behavioral strategies, effectuation and causation in SMEs' adaptation to crisis conditions. Yet, prior literature concentrated predominantly on exploring the impact of effectuation and causation on firm performance rather than survival. The authors present and empirically test a theoretical model explaining how behavioral strategies affect SME survival during an economy-wide crisis under different levels of environmental dynamism.Design/methodology/approachThe authors propose a theoretical framework based on the combination of the effectuation literature and the emerging variance-based perspective on entrepreneurial actions. The theoretical model is then tested using a sample of Russian SMEs during a period of economic adversity and recovery (2015–2019).FindingsThe empirical results reveal that causation reduces the probability of firm survival in dynamic environments, while effectuation increases the chance of survival irrespective of the state of the environment. In a nutshell, the study provides evidence that the effectuation logic serves a viable way for SMEs to increase the chances of survival through the economic shock and subsequent recovery period.Originality/valueFor the first time in the literature, the authors demonstrate the role of behavioral strategy (effectual and causal) as a crucial antecedent of SME survival in the short and medium term, particularly during an economy-wide downturn. Furthermore, the study demonstrates the power of variability-based theorizing for explaining and predicting the survival/failure implications of entrepreneurial actions.

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“…Puede adquirirse, estimularse, construirse con el tiempo y fortalecerse cuando se enfrenta a grandes problemas. Por ello, la formación de los directivos se ha convertido en una necesidad constante (Frangieh y Rusu, 2021).…”

Section: Escuelas De Pensamiento Estratégico: Liderazgounclassified

Aproximación a las escuelas de pensamiento estratégico y su evolución a la estrategia empresarial

2022

RCS

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Las organizaciones se ven inmersas en contextos inciertos, flotantes y altamente competitivos, y las escuelas de pensamiento estratégico tradicionales se tornan sencillas y deficientes para contrarrestar la volatilidad del nuevo contexto; llevando a reflexionar sobre el pensamiento estratégico dominante, a fin de responder a la dinámica cambiante y compleja de las organizaciones. El objetivo del presente artículo es analizar la evolución del pensamiento estratégico a través de las escuelas, teorías y papel del líder, desarrollando una investigación de tipo documental, donde inicialmente se presenta el proceso evolutivo de las escuelas, definición de estrategia y finalmente, se hace una comparación entre las escuelas más representativas, destacando el tipo de liderazgo presentes en ellas y la conceptualización. Para la búsqueda de información, se recurrió a exploración de textos bibliográficos y revistas de alto impacto ubicadas en Scopus relacionadas con las escuelas de pensamiento estratégico. Como resultados se evidenció que el pensamiento estratégico es una herramienta lógica, articulada, escalonada, una inversión de valor hacia la transformación, permitiendo construir un camino y aportar al crecimiento de estrategias empresariales. Se concluye que el pensamiento estratégico ha evolucionado conforme a los cambios en varias áreas, propiciando el análisis y discusión en torno a la estrategia empresarial. Palabras clave. Escuela; pensamiento estratégico; evolución; estrategia; liderazgo.

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Does A Good Strategy Help SMES’ Leaders in Managing a Crisis?

Cited by 3 publications

References 0 publications

Internal organizational characteristics and their impact on sales: the case of Paraguayan MSMEs during the covid-19 pandemic

Internal organizational characteristics and their impact on sales: the case of Paraguayan MSMEs during the covid-19 pandemic

The role of effectuation and causation for SME survival amidst economic crisis

Aproximación a las escuelas de pensamiento estratégico y su evolución a la estrategia empresarial

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