SMEs and the relationship between firm size and the enactment of espoused managerial values

Neher, Alain; Miles, Morgan P.

doi:10.1080/13215906.2019.1705883

Cited by 4 publications

(2 citation statements)

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“…(Mokhtarzadeh, et al, 2020;Jafari-Sadeghi, Dutta, Ferraris, & Del Giudice, 2020;Jafari-Sadeghi, Kimiagari, & Biancone, 2020;Jafari-Sadeghi, Nkongolo-Bakenda, Dana, Anderson, & Biancone, 2020;Sukumar et al, 2020). Managerial resources are precious, difficult to duplicate or be transferred and are seen as an asset for SMEs (Neher & Miles, 2020;Zulu-Chisanga et al, 2020). In this vein, for small enterprises' successful internationalisation, dynamic capabilities build on the wealth of manager's individual abilities to respond to the need for change that can involve the allocation of resources and operations (Easterby-Smith et al, 2009).…”

Section: The Resource-based View and Managerial Resources And Dynamic Capabilitiesmentioning

confidence: 99%

Context-specific micro-foundations and successful SME internationalisation in emerging markets: A mixed-method analysis of managerial resources and dynamic capabilities

Jafari‐Sadeghi

Mahdiraji

Bresciani

et al. 2021

Journal of Business Research

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Building on the resource-based view, this study aims to address the scant research on the context-specific microfoundations that impact on internationalisation of SMEs in emerging markets. Therefore, the paper explores managerial resources and dynamic capabilities in three categories of international networking, vision, and experience and competence. In this regard, we employ a mixed-method analysis and focus on Iran as representative of a low supportive institutional context for SME internationalisation belongs to emerging markets. Hence, in qualitative analysis, we utilise multiple case study and conduct ten interviews, which led to the identification of fourteen important managerial resources and capabilities. This is followed by expert-based decision-making approaches, taking advantage of interpretive structural modelling (ISM) and Matrix-based Multiplication Applied to a Classification (MICMAC), which contributed to investigation the relative function of identified factors as well as proposing a conceptual framework for the inter-and cross-relationships among explored drivers in three targeted categories and provides theoretical and practical suggestions.

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Section: The Resource-based View and Managerial Resources And Dynamic Capabilitiesmentioning

confidence: 99%

Context-specific micro-foundations and successful SME internationalisation in emerging markets: A mixed-method analysis of managerial resources and dynamic capabilities

Jafari‐Sadeghi

Mahdiraji

Bresciani

et al. 2021

Journal of Business Research

View full text Add to dashboard Cite

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“…To assuage for any possible confoundment of the results by firm-specific factors, the study controlled for firm characteristics such as the size, age, type of service rendered and the number of owners. Studies such as Neher and Miles (2020), Corvino et al (2019) and Okunbo and Oghuvwu (2019) found SMEs' specific characteristics such as size and age influence firm performance and competitiveness.…”

Section: Analysis and Resultsmentioning

confidence: 99%

Organizational culture and leadership as antecedents to organizational flexibility: implications for SME competitiveness

Anning-Dorson

2021

JEEE

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Purpose This study aims to assess how innovative organizational culture and innovative leadership generate market flexibility for small and medium enterprises (SMEs) in the service sector to enhance their competitiveness. Both organizational culture and leadership are seen as firm-level resources capable of influencing the flexibility of the firm in periods of market turbulence. The study argues that SME service firms must use their internal resources to develop their flexibility capability which is more valuable, rare, inimitable and not substitutable. Design/methodology/approach SME service firms from Ghana are used to test the study’s hypotheses through robust standard regression analysis. A sampling frame was developed from an online database of small and medium enterprises operating in the service sector. Findings The findings suggest that although organizational culture and leadership may influence a service firm’s competitiveness, it is more viable to use these firm-level resources to create market flexibility capability to amplify the effect. This means, when culture and leadership propel the flexibility drive, the service firm is able to connect, coordinate and synchronize functional units to take advantage of new product and market opportunities. Additionally, market flexibility emanating from organizational culture and leadership wields enough power and resource support to tackle the turbulent market conditions better than firms with less support. Practical implications The managerial implication from this study is that firms should use their organizational culture and leadership to create flexible organizations that afford them the opportunity to adapt to the environmental dynamics. If both leadership and culture work together, they are able to create strong market capabilities such as flexibility which determines how well the firm will respond to the competition, customer demand and all other external pressures. It is, therefore, the view of this paper that SMEs should use their organizational culture and leadership to build a market-flexible organization to create a competitive advantage. Originality/value This paper shows how internal resources/assets such as culture and leadership generate the needed flexibility to create a competitive advantage for SMEs. This paper explains the two dimensions of Volberda’s flexibility from a firm-level resource perspective and highlights flexibility as a second-order capability whose cultivation and effectiveness are dependent on a firm’s culture and leadership. Evidence of how a firm’s market flexibility is fuelled by organizational leadership and culture is demonstrated. Finally, this paper shows how resource-poor SMEs in emerging African economies can enhance their market competitiveness through internal systems and processes.

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Unappreciated channel of manufacturing productivity under industry 4.0: Leadership values and capabilities

Dabić

Maley

Črešnar

et al. 2023

Journal of Business Research

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SMEs and the relationship between firm size and the enactment of espoused managerial values

Cited by 4 publications

References 62 publications

Context-specific micro-foundations and successful SME internationalisation in emerging markets: A mixed-method analysis of managerial resources and dynamic capabilities

Context-specific micro-foundations and successful SME internationalisation in emerging markets: A mixed-method analysis of managerial resources and dynamic capabilities

Organizational culture and leadership as antecedents to organizational flexibility: implications for SME competitiveness

Unappreciated channel of manufacturing productivity under industry 4.0: Leadership values and capabilities

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