How environmental uncertainty affects the link between business strategy and performance in SMEs

Abstract

Purpose -This study aimed to examine the prospective role played by perceived environmental uncertainty in the strategy-performance linkage among SMEs in China, Turkey, and the USA. Design/methodology/approach -The strategic group level of analysis was employed. Generic strategy, environmental uncertainty, and performance were measured by previously validated scales. Findings -The combination strategy-performance linkage was supported in Turkey and the USA. In China, the highest performing strategic group emphasized a focus orientation accompanied by neither cost leadership nor differentiation, and the lowest performing group was comprised of low cost businesses.Research limitations/implications -This study supported the combination strategy thesis in the USA and Turkey. In China, conceptualizations of strategy appear to be more complex. High performing businesses emphasized a focus strategy, but not necessarily in concert with either cost leadership or differentiation. Practical implications -Firms in the USA place a great deal of emphasis on uniqueness and individuality, translating into approaches based on differentiation and innovation. However, attempting to control costs and differentiate without a defined niche leaves a firm vulnerable to larger, more experienced competition. Originality/value -This study addresses the death of strategy-performance investigations in developing nations. Findings presented run counter to the notion that successful businesses in emerging economies emphasize cost leadership vis-à -vis differentiation. Conventional wisdom suggests that high performers tend to perceive greater certainty about their environments. The present analysis not only rejected this finding, but suggests that the opposite might be true.

Antecedents of firm performance in emerging economies: Business groups, strategy, industry structure, and state support

“…A final factor explaining the relative insignificance of firm strategies is the general impact of high economic growth, which tends to make market share more important than profitability (Tan and Litschert, 1994). Several studies offer support for such a market share-priority in Turkish firms, for example Tuzcu (2008) and Parnell and Köseoglu, (2010);Parnell, Lester, Long, & Köseoglu (2012). From this perspective, the current study´s use of profit-related indicators as a measurement of firm performance needs to be complemented; however, market share data are difficult to compare across industries, and hard to access in many industries.…”

Cooperative learning in creating and managing joint ventures

“…Establishing the appropriate control mechanism means assigning desired objectives, which can be predicted. Therefore, clear objectives not only help to establish cooperation agreements but they also enable the creation of specific rules and regulations (Das & Teng, 1998;Parnell, Lester, Long & Köseoglu, 2012).…”

The Effect of Strategic Management Practices on SME Performances in Makassar, Indonesia

“…Theoretically, the latest theory of strategic management is a resource-based view of the company [8] that focuses attention on the internal aspects of the company, where [9] characterizes representing an important research domain in the era of development the beginning of strategic management in the 1960s. Strategy pioneers such as [10] and [11] focus more on identifying best practices of companies that contribute to the their success.…”