Entrepreneurship and Crisis in Greece From a neo-Schumpeterian Perspective: A Suggestion to Stimulate the Development Process at the Local Level

Vlados, Charis; Koronis, Epaminondas; Chatzinikolaou, Dimos

doi:10.5430/rwe.v12n2p1

Cited by 6 publications

(6 citation statements)

References 85 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…On the other hand, Vlados et al (2021) suggested that in economies where most firms are family-owned, there is a risk of poor management and problematic strategic and technological comprehension, which may undermine an economy's ability to overcome economic crises through innovative and entrepreneurial thinking and adaptability. Soluk et al (2021) found that an exogenous shock (such as COVID-19) further reinforces the family firms' resource constraints and the family's fear of losing their socioemotional wealth.…”

Section: Family Ownershipmentioning

confidence: 99%

COVID-19 Interruptions and SMEs Heterogeneity: Evidence from Poland

Wieczorek-Kosmala

Błach

Doś

2021

Risks

View full text Add to dashboard Cite

This study contributes to the emerging stream of the literature on the COVID-19-related risks and their impact on businesses’ performance. The growing evidence within is, however, missing the uniqueness of country-level settings, as well as lacking the voice of SMEs solely. The extant literature provides some evidence on SMEs’ vulnerabilities to the crisis, but it commonly compares SMEs with large firms. To cover this gap, the main aim of this study is to analyze the perception of COVID-19 interruptions by various groups of Polish SMEs. Thus, this work adds primarily by revising the perceptions of COVID-19 risks, given the heterogeneity of SMEs if we consider their size, age, legal form of organization and status of a family firm. Based on the survey results on SMEs operating in Poland, we employ ANOVA and k-means ranks to provide strong evidence that COVID-19’s impact was perceived as more interruptive by micro and very young firms, as well as by the firms that perform as sole proprietorships. We have also found evidence that family firms do not differ from non-family ones in the perceptions of COVID-19 impacts.

show abstract

Section: Family Ownershipmentioning

confidence: 99%

COVID-19 Interruptions and SMEs Heterogeneity: Evidence from Poland

Wieczorek-Kosmala

Błach

Doś

2021

Risks

View full text Add to dashboard Cite

show abstract

“…In more developed economies, the tertiary sector focuses increasingly on offering intermediate services (business-to-business), bringing significant advantages to other sectors of economic activities (Mora Cortez and Johnston, 2018). This evidence reaffirms that the Greek crisis is structural and due to the relatively weak competitiveness of most Greek firms (Vlados et al, 2021).…”

Section: 2mentioning

confidence: 67%

“…Therefore, these findings seem to confirm that most sample MFs are “monad-centered” (revolve around the owner’s persona, the “monad”) in terms of organizational physiology Stra.Tech.Man. According to the relevant typology of Vlados et al (2021), the three forms of entrepreneurship in Greece are “monad-centeredness,” “massiveness” and “flexibility.” The vast majority of firms seem adjacent to “monad-centered” physiology. This fact appears to create competitiveness problems in the Greek economy as these organizations follow instinctive forms of strategy, sporadic technological choices and management methodologies exhausted in the daily market experience.…”

Section: Discussionmentioning

confidence: 99%

“…Therefore, these findings seem to confirm that most sample MFs are "monad-centered" (revolve around the owner's persona, the "monad") in terms of organizational physiology Stra.Tech.Man. According to the relevant typology of Vlados et al (2021), the three forms of entrepreneurship in Greece are "monad-centeredness," "massiveness" and "flexibility." The vast majority of firms seem adjacent to "monad-centered" physiology.…”

Section: A Synthesizing Thick Descriptionmentioning

confidence: 99%

See 1 more Smart Citation

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

Chatzinikolaou

Vlados²

2022

JEEE

Self Cite

View full text Add to dashboard Cite

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.

show abstract

“…In addition, while both regions are home to innovative businesses [42], there is a great deal of room for growth, as well as for a reorientation of the regional economies towards more innovative sectors and practices. The start-up ecosystem in Greece can play a key role as a driver of further innovation by making use of the available intellectual capital [43], but the nascent innovative start-up scene is facing many obstacles. Apart from the lack of entrepreneurial skills and training [44], these include underdeveloped collaborative networks, low R&D investments, an unfriendly business environment afflicted by bureaucracy, and obsolete, punitive business legislation, which creates a constant fear of bankruptcy [45][46][47].…”

Section: Figurementioning

confidence: 99%

Intellectual Capital and Sustainable S3 in the Regions of Central Macedonia and Western Macedonia, Greece

et al. 2022

View full text Add to dashboard Cite

European regions are facing many important challenges, as the need to recover from the pandemic coincides with the need to carry out the green and digital transitions foreseen in the European Green Deal, making the task harder, especially for less-developed regions. The paper considers making use of regional intellectual capital in the context of smart specialisation strategies (S3) as the most effective way to address these challenges and achieve smart, sustainable and inclusive growth. This is viewed through a closer look at two specific cases of Greek regions that are behind the EU mean in terms of development and innovation: Central Macedonia and Western Macedonia. Development trends, available intellectual capital and current smart specialisation strategies in these regions are examined. These result in concrete, evidence-based suggestions on how they can make maximum use of intellectual capital for the next generation of smart specialisation strategies to achieve growth via a focus on more innovative and sustainable activities.

show abstract

Entrepreneurship and Crisis in Greece From a neo-Schumpeterian Perspective: A Suggestion to Stimulate the Development Process at the Local Level

Cited by 6 publications

References 85 publications

COVID-19 Interruptions and SMEs Heterogeneity: Evidence from Poland

COVID-19 Interruptions and SMEs Heterogeneity: Evidence from Poland

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

Intellectual Capital and Sustainable S3 in the Regions of Central Macedonia and Western Macedonia, Greece

Contact Info

Product

Resources

About