Linkage between Flexibility and SMEs Performance: Does Improvisation Matter?

Arshad, Darwina; Zakaria, Nazlina; Abdul-Kadir, Kadzrina; Ahmad, Norzieiriani

doi:10.1051/matecconf/201821502003

Cited by 11 publications

(12 citation statements)

References 24 publications

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“…Flexibility on company's strategy is one of the ways that can promote the company's performance. Besides, failure on companies' sustainability may harm the strategic flexibility and performance of the company (Arshad et al, 2018).…”

Section: Introductionmentioning

confidence: 99%

“…Literatures review and hypothesis development 2.1 Strategic flexibility Strategic flexibility refers to the degree to which a firm is prepared to modify its strategy in response to opportunities, threats and variations in the external environment (Guo and Cao, 2014). In addition, strategic flexibility is the capability of the firm to proact or respond quickly to changing competitive conditions and, thereby, develop and/or maintain competitive advantage (Arshad et al, 2018;Xiu et al, 2017). Firms with a strong focus on strategic flexibility are more likely to use sustainability to develop and nurture dynamic core competencies that are of great importance to achieve performance in a rapidly changing environment (Meflinda et al, 2018).…”

Section: Introductionmentioning

confidence: 99%

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Driving sustainability in SMEs’ performance: the effect of strategic flexibility

Gorondutse

Arshad

Alshuaibi³

2020

JSMA

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PurposeAlthough the significance of small and medium enterprises (SMEs) in influencing economic growth is recognized, the performance of SMEs all over the world including Nigeria is unanticipated. Thus, this research aims to investigate the effect of strategic flexibility by moderating the effects of sustainability strategy on the SMEs' performance in Nigeria from a business strategy perspective.Design/methodology/approachThe hypotheses of the study were tested using personally administered survey questionnaires; the study obtained 486 valid questionnaires, which were evaluated using SmartPLS algorithm and bootstrapping functions.FindingsThe research findings were established using SmartPLS algorithm and bootstrapping functions. According to the results, the research constructs have a satisfactory convergent and discriminant validity. Equally, the overall model has a very high predictive relevance. The study established a strong positive influence of strategic flexibility on the SMEs’ performance. In addition, the study also established the moderating influence of sustainability strategy on the constructs.Research limitations/implicationsThe research is explorative and designed to yield results and to be generalizable. Future research is thus encouraged to confirm or contradict the results of this study in a different context.Practical implicationsThe research findings may be beneficial to policymakers and academics. It can particularly be useful in understanding strategic flexibility, its influence on the performance of SMEs and whether it can fit between the sustainability and strategic direction of a business enterprise.Originality/valueThis study fulfils an identified need to study strategic flexibility and its influence on the performance of SMEs using a dynamic perspective specifically in the context of emerging economies such as Nigeria.

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Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Driving sustainability in SMEs’ performance: the effect of strategic flexibility

Gorondutse

Arshad

Alshuaibi³

2020

JSMA

Self Cite

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“…They have cited the importance of implementing strategic tangible and intangible enablers such as business innovation. Consequently, several studies highlighted that systematic strategic planning (SSP) and Strategic Business innovation (SBI) could help any company, big or small, improve its economic, environmental, and social performance individually or collectively [40][41][42][43][44][45]. However, few studies have investigated the influence of the mentioned strategic variables collectively on the sustainable performance of firms working in the manufacturing sector, mainly SMEs, specifically in developing countries.…”

Section: Literature Reviewmentioning

confidence: 99%

Modern planning strategy and a course in achieving the competitive advantage in the mixed sector institutions in the Republic of Yemen

Al-Garadi¹,

Ghumre²

2023

Int. J. Sci. Res. Arch.

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The study aims to identify the role of strategic planning in achieving sustainable development in the Hadramout Corporation for Consultation and Sustainable Development, which is considered, according to Yemeni law, to be a medium-sized company. The sample of the study was represented in Hadramout institutions for consulting and sustainable development, and the number of respondents was (30) employees in the institution out of a total of (50) employees, meaning that the questionnaire was distributed to (60%) of the total number of employees in the institution. The researcher used the descriptive and analytical approach to achieve the goals The study and testing its hypotheses represented the independent variable in the strategic planning represented in (the external environment, the internal environment, the mission and goals) while the variable dependent on the study was the competitive advantage, the researcher used the questionnaire in the study as an appropriate tool for the study, where the formulation of the questionnaire was represented by the total items of the questionnaire for the independent variable Strategic planning and its chosen dimensions in the study (external environment, internal environment, mission and goals) (23) questions, while the total paragraphs of the questionnaire for the dependent variable, which is the competitive advantage (16) questions, and the researcher used the five-point Likert scale consisting of five points and the following statistical package (SPSS) and methods Statistics for data processing, which are (frequency, percentages, weighted average, standard deviation, regression analysis, coefficient of variation A) To analyze the paragraphs of the questionnaire, the researcher also used to test hypotheses (T of favoritism, T of tabulation, T of significance, correlation coefficient, coefficient of determination) to test the hypotheses. The external environment, the internal environment, the mission and objectives) has a role in achieving the competitive advantage, and the current study suggested paying attention to employees and achieving coordination and communication between them to achieve a kind of distinction, efficiency in the services provided by the institution and educating and training employees on the importance of applying the objectives and mission of the institution because of its great impact On the organization and its performance, the institution must prepare high competencies that control the techniques of public institutions for sustainable development.

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“…Past research (Ahmad et al, 2015;Adomako et al, 2018;Arshad et al, 2018Arshad et al, , 2015Bakar et al, 2015;Hmieleski et al, 2013;Hu et al, 2018;Ibrahim et al, 2017) has connected strategic improvisation with different organizational outcome variables, including performance For instance, Adomako et al (2018) examined the data of 395 new businesses in Ghana. They found a significant positive influence between entrepreneurs' improvisation and performance.…”

Section: Strategic Improvisation and Business Performancementioning

confidence: 99%

The impact of improvisation and financial bootstrapping strategies on business performance

Issa

2020

EMJB

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PurposeThis paper aims to examine the effect of financial bootstrapping strategies (FBS) and strategic improvisation (SI) on business performance (BP). The study enriches our understanding of the contributions of bootstrapping and improvisation strategies toward resource-constrained small businesses during real economic downturns and crises. The potential moderating effect of SI on the relationship between FBS and its dimensions and performance were also examined.Design/methodology/approachUsing the convenience snowball sampling technique, data were collected from entrepreneurs in Tripoli, Libya. Structural equation modeling by means of partial least square bootstrapping resampling was used for the hypotheses testing of the 147 useable responses.FindingsStatistically significant positive relationships were found in the direct relationships between bootstrapping and improvisation with performance. However, there was no significant association found between the delaying payment related bootstrapping and the owner-related bootstrapping with performance. The moderating effect of improvisation had a significant relationship between bootstrapping as an aggregate construct and its dimensions and performance.Research limitations/implicationsDue to the cross-sectional nature of this study which used a small sample that was randomly selected, generalization to the entire population of business ventures should be made with caution.Practical implicationsThe negative moderation effect of improvisation on FBS-BP association suggests that entrepreneurs need to be careful in balancing the two strategies so that efforts are no wasted.Originality/valueWhile business performance has been studied in various organizations, its examination with financial bootstrapping strategies as a predictor and strategic improvisation as a moderator contribute nascent theoretical insights.

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Linkage between Flexibility and SMEs Performance: Does Improvisation Matter?

Cited by 11 publications

References 24 publications

Driving sustainability in SMEs’ performance: the effect of strategic flexibility

Driving sustainability in SMEs’ performance: the effect of strategic flexibility

Modern planning strategy and a course in achieving the competitive advantage in the mixed sector institutions in the Republic of Yemen

The impact of improvisation and financial bootstrapping strategies on business performance

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