How does Networking Impact the SMEs Growth

Širec, Karin; Bradač, Barbara

doi:10.2478/v10051-009-0003-4

Cited by 16 publications

(9 citation statements)

References 25 publications

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“…The results are in line with findings that networking on small and medium enterprises effect on the growth of the company (Sirec & Brada, 2009) and collaborative communication can improve financial performance, cooperation performancewith customers (Chen et al, 2013).…”

Section: The Effect Of Collaborative Network On Performancesupporting

confidence: 89%

“…Human capital resources have a significant effect on international performance, while the collaborative networkhas no significant effect on the performance of international efforts on small and medium-sized high-tech (Kenny, 2011). Network on small and medium enterprises affect the growth of the company (Sirec & Brada, 2009). Collaborative communication is able to improve financial performance, the performance of cooperation with customers (Chen et al, 2013).…”

Section: Relationship Between Collaborative Network and Performancementioning

confidence: 99%

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The Impact of Entrepreneurial Orientation and Collaborative Networks on Creative Industries Performance

Mulyana

Sutapa

2016

JDM

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<p> Creative industries significantly contribute to Indonesia economic development. There are many problems faced especially in improving innovation capabilities and competitive advantages. This study proposes to examine the effect of collaborative networks and entrepreneurial orientation to innovation capabilities, competitivee advantage and performance. Some creative industries located at several cities in the Central Java Province. Sampling methods used in this study is purposive sampling and data is analyzed by the multiple linier regressions. The result of this study shows that entrepreneurial orientation significantly affects both the innovation capability and performance. Collaborative networks significantly affects both the innovation capability and competitive advantage. Furthermore, the result shows that entrepreneurial orientation, innovation capability and competitive advantage significantly affect the performance. Nevertheless, it shows that collaborative networks do not significantly affect the performance.</p>

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Section: The Effect Of Collaborative Network On Performancesupporting

confidence: 89%

Section: Relationship Between Collaborative Network and Performancementioning

confidence: 99%

The Impact of Entrepreneurial Orientation and Collaborative Networks on Creative Industries Performance

Mulyana

Sutapa

2016

JDM

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“…The owner-managers also obtain resources with which to successfully compete with large firms and to contribute to the growth of their businesses (Lechner, Dowling, & Welpe, 2006). These networks are the connections, interconnections, relationships or linkages between an entrepreneur and his external actors (outsiders) in the environment that are based on ties (Sirec & Bradac, 2009). Burt (2000) asserts that the absence of a tie between two alters amount to a structural hole.…”

Section: Literature Review Social Networkmentioning

confidence: 99%

“…In family businesses, the owning family controls the capital, participates in the management of the company and has the will to transmit the company to the next generation (Bchini, 2014). The high level of interrelationship between the dynamics of family and business (Aldrich & Cliff, 2011) has increased the involvement of family businesses in networks (Sirec & Bradac, 2009). Poza (2014) define family business as a unique synthesis of firstly, ownership control by two or more family members.…”

Section: Family Businessmentioning

confidence: 99%

The Role of Social Network in Family Business Diversification: Evidence from South Eastern Nigeria

Agbim¹,

Igwe

2019

IJIKM

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Aim/Purpose: This study seeks to investigate if participation in business association’s programs through the traditional and new media platforms influences family businesses in South Eastern Nigeria to diversify into similar or different businesses. Background: Before the advances in information and communication technology, businesses were carried on via the traditional media. The application of these advances has changed the way business communications and transactions are conducted globally in both family and non-family businesses. Businesses are adapting to today’s turbulent environment by opening similar or different businesses in the same or different locations that are hinged on the traditional and new media platforms. Nigerians are largely involved in social network through the traditional (face-to-face contact) and new media (e.g., Facebook, WhatsApp, Twitter, YouTube and Instagram). Moreover, in spite of the commonplaceness of family businesses in Nigeria, these businesses still experience weak diversiﬁcation, bankruptcy and loss of socio-emotional wealth. Consequent upon the foregoing, this paper specifically investigates if involvement in social network via the traditional media (i.e., participation in business association’s meetings, workshops, seminars) and the new media (i.e., participation in the business association’s interactive sessions on trending business issues through the association’s online social platform like WhatsApp, Twitter), influence family businesses in South Eastern Nigeria to diversify into similar or different businesses. Methodology: The study adopted a qualitative methodology. The qualitative data were generated via interview involving 30 purposively selected businesses from South Eastern Nigeria. This comprises 15 family businesses each that have respectively adopted related and unrelated diversification strategies. Two respondents (i.e., the business owner and a top level manager) each were drawn from the selected businesses. In all, 60 respondents were interviewed. Since the unit of analysis is the family business, the interview transcriptions from all the respondents were subjected to thematic content analysis on the basis of the family businesses. Contribution: Active involvement and participation in all the meetings, discussions, workshops and seminars of the social network via the traditional and new media platforms facilitates the adoption of related or unrelated diversification in family businesses. Moreover, the adoption of similar social network platforms like WhatsApp and Twitter in all the relationships among and between employees and managers, and the transactions of the businesses is one of the key factors for achieving successful related or unrelated diversification in family businesses. Findings: In spite of the risky nature of the business environment, the adoption of related diversification strategies is significantly influenced by resources such as business consultancy services garnered through the traditional and new media platforms of the social network. Also, family businesses that are actively involved in a social network where the actors interact through the traditional and new media are influenced by the resources acquired to consider adopting unrelated diversification. These resources include: better understanding of the nature of business challenges, environments and experiences; and different lines of businesses. Thus, the traditional and new media platforms are complementary in their roles. Recommendations for Practitioners: Family business owner-managers could use the findings to develop related or unrelated strategies for diversifying into existing or new markets. This can be through the localization of manufacturing plant, improvement of product packaging, sitting of sales outlet closer to the consumers, introduction of lower prices for products/services, introduction of new and better ways of service delivery, or development of more compelling promotion strategies. Recommendation for Researchers: As a veritable guide, this study could guide future researchers in the formulation of their objectives, selection of instrument for data collection and respondents, and adoption of method of data analysis. Impact on Society: Successful diversification suggests the establishment of new or more businesses. Consequently, these new or more family businesses are expected to translate to more employment opportunities and by extension reduction in unemployment and poverty rates in the society. Future Research: Further studies should be carried out to enhance the development of family businesses, contribute to the existing literature and ensure the generalization of the findings.

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“…Through networking with Greek entrepreneurs and using personal contacts, a crucial theme for SMEs (Širec and Brada 2009), SOFMAN managed to earn its first international project as a contractor of a Greek-owned firm in Nigeria in 2010. This involved fabricating a sugar process refinery building and shipping it from Athens to Lagos.…”

Section: The Greek Crisis and Sofman's Strategic Responsementioning

confidence: 99%

Strategic Human Resource Management and Employment Relations

Malik¹

2018

Springer Texts in Business and Economics

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The use of general descriptive names, registered names, trademarks, service marks, etc. in this publication does not imply, even in the absence of a specific statement, that such names are exempt from the relevant protective laws and regulations and therefore free for general use. The publisher, the authors and the editors are safe to assume that the advice and information in this book are believed to be true and accurate at the date of publication. Neither the publisher nor the authors or the editors give a warranty, express or implied, with respect to the material contained herein or for any errors or omissions that may have been made. The publisher remains neutral with regard to jurisdictional claims in published maps and institutional affiliations.

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How does Networking Impact the SMEs Growth

Cited by 16 publications

References 25 publications

The Impact of Entrepreneurial Orientation and Collaborative Networks on Creative Industries Performance

The Impact of Entrepreneurial Orientation and Collaborative Networks on Creative Industries Performance

The Role of Social Network in Family Business Diversification: Evidence from South Eastern Nigeria

Strategic Human Resource Management and Employment Relations

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