SMES Competitive Behavior: Strategic Resources and Strategies

Rubio, Alicia; Aragón, Antonio

doi:10.2753/jmr1536-5433070301

Cited by 17 publications

(22 citation statements)

References 89 publications

(154 reference statements)

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“…Based on resource-based theory, firms differ in performance depending on how their funds are organized. Strategic orientation of a firm is, thus, a key element with a bearing on the performance of the firm (Rubio & Aragón, 2009) Although, scholars have used different dimensions to conceptualize strategic orientation (Lee, Choi, & Kwak, 2014;Venkatraman, 1989) this study, is consistent with the previous studies which imagined strategic direction as integrative concept of learning orientation (Calantone, Cavusgil, & Zhao, 2002), market orientation (Kohli & Jaworski, 1990) and technology orientation (Zhou, Yim, & Tse, 2005).…”

Section: Strategic Orientationsupporting

confidence: 84%

Does Entrepreneur Innovativeness Moderate The Relationship Between Strategic Orientation And Financial Inclusion?

Nguli

Odunga

2019

SJOM

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Purpose- Although previous papers have attempted to explore the determinants of financial inclusion, few studies have interrogated the role of innovativeness in financial addition. This study examines the moderating role of entrepreneur innovativeness on the relationship between strategic orientation and financial inclusion Design/Methodology - We used two indicators to measure financial inclusion; digital financial inclusion scale and traditional financial inclusion scale. Three proxies were used to measure strategic orientation; learning orientation, market orientation, and technology orientation. Survey data obtained from 634 women entrepreneurs was used, and the hypothesis was tested using moderated regression analysis. Findings - The empirical results supported the hypothesis that innovative entrepreneur moderates the relationship between strategic orientation and financial inclusion. In particular, the results indicated that at higher levels of entrepreneur innovativeness, learning orientation has a stronger effect on financial inclusion. Similarly, the results also indicated that at high levels of entrepreneur innovativeness, technology orientation affects financial inclusion. In contrast with the other findings showing a positive moderating effect, at higher levels of entrepreneur innovativeness, the impact of market orientation on financial inclusion is low. Practical Implications - The findings are useful to the government and practitioners for designing policies and training programs geared to increasing the level of financial inclusion among women Small and Medium Enterprises.

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Section: Strategic Orientationsupporting

confidence: 84%

Does Entrepreneur Innovativeness Moderate The Relationship Between Strategic Orientation And Financial Inclusion?

Nguli

Odunga

2019

SJOM

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“…The internal process is measured by the improved coordination of internal processes, better organization of the personnel's tasks, and increase in product quality. The open system is measured by the increase in customer satisfaction, increase in the skill of adjustment to the changeable needs of the markets, and improved image of the company and its products (Rubio & Aragon, 2009). However, most of the organizations adopt quantitative measurements to evaluate their firm performance.…”

Section: Smes' Performancementioning

confidence: 99%

Financial access for starting a business: Evidence of internal and external financial sources, and performance of Malaysian SMEs

Ismail

2015

J ENTREP BUS

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The main objective of this study is to unearth the impact of internal and external funding sources for starting a business on the performance of SMEs, and to identify the potential of other core variables namely business experience, educational level, and size of firm, which may significantly influence the SMEs' performance. The data was collected from 484 SMEs via a structured questionnaire and analyzed by using the Structural Equation Modeling (SEM) technique. The study found that the internal and external sources of finance were insignificantly related to the SMEs' performance, while business experience, level of education, and firm size were positively related to the SMEs' performance. The findings of this study reveal that finance is not the main source that needs to be taken into account by entrepreneurs, supporting institutions, and policy makers in improving the SMEs' performance. Further research in this area of study should extend into examining and adding more components that are relevant to a variation of the SMEs' performance.

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“…On the other hand, it is pointed out that smaller companies compared with large, are characterized by: greater flexibility in adapting to changing market conditions, less bureaucracy and a lack of conflicts of objectives at the level of the owner -manager" [5]. To exist in the structures of SMEs, permanent efforts to improve innovation in addition to technological resources, machinery, and financial services are important factors: the attitude of management, employee involvement, and cooperation with other organizations [12].…”

Section: The Metal Industry In Polandmentioning

confidence: 99%

Selection Of Employees In The Metal Industry Based On Competences, On The Example Of A Designer Position

Skrzypek

Dąbrowski

2015

Foundations of Management

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The selection of an effective team of employees is crucial to proper management of the company. The success of the project often depends on the competencies of employees who carry out those projects. Therefore, the selection of the workers, whose competences complement each other in terms of subject matter, in terms of personality, and also in practical terms, is very important. This article presents the proposal of applying the FAHP (fuzzy analytic hierarchy process) and TOPSIS (technique for order preference by similarity to an ideal solution) methods as a tool to facilitate the management of human resources in the metal production factories based on the skills of employees.Keywords: FAHP, TOPSIS, metal industry, selection of employees, competences, fuzzy analytic hierarchy process, technique for order preference by similarity to an ideal solution.

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SMES Competitive Behavior: Strategic Resources and Strategies

Abstract: She received her Ph.D. in management from the University of Murcia, Spain. Her current research interests focus on competitive strategies in SMEs and human resource management.

Cited by 17 publications

References 89 publications

Does Entrepreneur Innovativeness Moderate The Relationship Between Strategic Orientation And Financial Inclusion?

Does Entrepreneur Innovativeness Moderate The Relationship Between Strategic Orientation And Financial Inclusion?

Financial access for starting a business: Evidence of internal and external financial sources, and performance of Malaysian SMEs

Selection Of Employees In The Metal Industry Based On Competences, On The Example Of A Designer Position

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