2000
DOI: 10.1108/09576050010326538
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Innovative change management in SMEs: beyond continuous improvement

Abstract: With increasing market pressure and fragmentation Small to Medium Sized Enterprises (SMEs) must move beyond the change philosophy of Continuous Improvement (CI) and develop a culture of innovation. To find out if SMEs could go beyond CI to achieve effective business innovation as a change management philosophy, a literature survey and a research survey on 15 SMEs was conducted to provide additional relevant information. The main research findings were: the SMEs exhibited a range of Continuous Improvement and i… Show more

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Cited by 42 publications
(32 citation statements)
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“…With regard to innovation, respondents gave innovation a 'less important' tag, which suggests that they did not link it to the implementation of logistics strategies. This finding, however, contradicts previous studies (McAdam, Stevenson & Armstrong, 2000;Lai, 2007) which reveal that the adoption and implementation of logistics strategies by SMEs has a stimulus effect on innovation in the organisation.…”
Section: Benefits Derived From Implementing Logistics Strategiescontrasting
confidence: 97%
“…With regard to innovation, respondents gave innovation a 'less important' tag, which suggests that they did not link it to the implementation of logistics strategies. This finding, however, contradicts previous studies (McAdam, Stevenson & Armstrong, 2000;Lai, 2007) which reveal that the adoption and implementation of logistics strategies by SMEs has a stimulus effect on innovation in the organisation.…”
Section: Benefits Derived From Implementing Logistics Strategiescontrasting
confidence: 97%
“…We build on these earlier findings and expand them by providing an integrative framework for business model adaptation and development which points out necessary strategizing actions, critical capabilities for sustained value creation as well as the micro activities forming these capabilities. Not only the literature on business models, but also the literature on change management of SMEs lacked a more comprehensive approach, when suggesting, for example, that for sustained value creation, SMEs need to develop a culture of innovation (McAdam et al 2000). As we have also found this aspect to be relevant, we illustrated that it only is one of several complementary elements to play a role for sustained value creation.…”
Section: Implications For Theory Developmentmentioning
confidence: 87%
“…IBM refers to these as EBOs, Emerging Business Opportunities (Hamel, 2000). An outcome may also result in implementing change to a company's operating or management structure (for example in adopting an innovative business framework), entry into new markets or providing new services (Govindarajan & Trimble, 2005;Sathe, 2003;Thornberry, 2001), or simply as McAdam et al (2000) sum it "doing things differently or better" (p.…”
Section: Results Of Implemented Innovationsmentioning
confidence: 99%
“…Jauhari (2001) For the context of this study, innovation is synonymous with invention (Cooper, 1998;Weller, Green, & Fernie, 2004), and creativity (Drucker, 1985b;McAdam, Stevenson, & Armstrong, 2000;Peters & Waterman, 1982;Williams, 1999). Allen (2003) argues that innovation differs from invention as innovation is the process that transforms the invention into something of use.…”
Section: What Is Meant By Innovationmentioning
confidence: 99%
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