SMEs in an environment of change: computer‐based tools to aid learning and change management

Winch, Graham W.; McDonald, J. Michael

doi:10.1108/00197859910262173

Cited by 17 publications

(8 citation statements)

References 10 publications

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“…For example, Brush and Chaganti (1999) show that the owner's human capital is magnifi ed and disseminated through the introduction of systems of organizing (also see Barringer and Greening, 1998). The adoption of these systems is infl uenced by industry norms through, for example, more powerful large customers or business support agencies Winch and McDonald, 1999). In order to address specifi c internal problems, owner-managers may adopt techniques such as quality management systems (Patton and Marlow, 2002) or more sophisticated HRM policies (Wyer and Mason, 1998).…”

Section: Creating Structures and Systems Of Organizingmentioning

confidence: 99%

The evolution of business knowledge in SMEs: conceptualizing strategic space

et al. 2007

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᭹ This paper develops a conceptualization of the way in which owner-managers in SMEs create strategic space. The term is defi ned as the time, resources, motivation and capabilities needed for owner-managers to refl ect on and review existing practices leading to learning, transformation and higher organizational performance. ᭹ The empirical data is based on a longitudinal study of 90 SMEs operating in six broad sectors. The analysis uses two statistical tests to examine links between 20 activities within these SMEs and their performance. ᭹The results identify strong links between two groups of factors and positive performance claims by owner-managers. Social attributes include work atmosphere, meetings and socializing. Structural attributes include training, knowledge structure, certifi cation, systems and procedures.

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Section: Creating Structures and Systems Of Organizingmentioning

confidence: 99%

The evolution of business knowledge in SMEs: conceptualizing strategic space

et al. 2007

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“…In fact, SME's closeness to customers is often constituted as their unique competitive advantage (Zontanos and Anderson, 2004). Winch and McDonald (1999) accented that shorter internal lines of communication, speedy responsiveness and effective problem-solving stem from less formalized communication systems within the micro environment. These features lead to incorporation of customer focus strategy in SME's and, according to Reijonen and Laukkanen (2010), it is a central element of prediction for SME's.…”

Section: Figure 1 the Relationship Between Information Shift And Rivmentioning

confidence: 99%

Paradigm shift of small and medium-sized enterprises competitive advantage

Krajňáková

Navikaitė

Navickas

2015

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As more and more small and medium-sized enterprises (SME's) are now struggling to survive due to immense pressure created by both globalization of world economy and competition from giant multinational firms, it is important to discern the competitive edge of small entities in alternative ways. So, since there is a lot of avenue for future investigation of competitive advantage in the environment of small and medium enterprises, this study paper aims to put emphasis on small and medium business sector and its elements that could be incorporated in order to attain the competitive advantage. The object of this particular study is the competitive advantage of small and medium enterprise sector. The main objective of the research is to analyze the paradigm shift of small and medium-sized enterprises competitive advantage via contemporary conceptual models. Additionally, the methods, that have been incorporated in this study, are logical and comparative analysis of literature, synthesis and deduction and graphical methods. The existing literature has shed the light on scarce elaboration of the competitive advantage concept and its augmentation in the context of small and medium enterprises, therefore, a furtherexamination is needed. Monitoring of contemporary methods such as management of customer satisfaction and applying it in the activities in SME's in order to reach competitive advantage is particularly new. Therefore, it could be assumed that this study paper is dedicated to opening the ways in the future practical and academic investigations.

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“…Taiwanese SMEs have, historically, succeeded in global markets because of their flexibility in production methods (Chang and Chen, 2002); particularly in their responsiveness to market price adjustments (Winch and McDonald, 1999). Also, SMEs operating in a network were more likely to succeed due to inherent support, flexibility, improved delivery and competitive pricing (Chen, 1999b;Megginson et al, 1994).…”

Section: Literature Review and Development Of Conceptual Frameworkmentioning

confidence: 99%

Taiwan's Textile and Clothing SME Response to Globalization

Chen¹,

Parker

2007

Journal of Asia-Pacific Business

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A mixed-method research approach underpinned exploration of antecedents of strategies adopted by Taiwanese small mediumsized enterprises in the clothing and textiles industry to counter the negative economic effect of globalisation and the increasing competitive threat of lower-cost Chinese products. Primary data were collected from 10 case-companies. Phenomenological methods isolated the contingent variables, whereas positivistic statistical analysis quantified the extent of their perceived impact. A range of hypotheses developed from the literature framed the conceptual model. Although the limited data suggest some caution, findings show statistical significance between a perception of good performance and a range of deployed tactics that include: leadership with technical and innovative motivational John Chen, MBA, is a post-graduate research assistant, who after carrying out his MBA at UQ Business School, University of Queensland, undertook research in Taiwan's textile and clothing SMEs. He is presently embarking upon his PhD that explores globalization and its impact on mature SME's in Asia. style of management; horizontal and vertical industry networking, organisational culture underpinning continuous improvement; original equipment manufacture and original design initiatives; specialist staff recruitment; presence in key overseas markets; and integrated IS/IT. Government support initiatives were not regarded as useful. Whilst these empirical findings contribute to our theoretical understanding of strategic issues in this international sector, the results have implication for industrialists and policymakers alike. doi:10.1300/J098v08n02_05 [Article copies available for a fee from The Haworth Document Delivery Ser-

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SMEs in an environment of change: computer‐based tools to aid learning and change management

Cited by 17 publications

References 10 publications

The evolution of business knowledge in SMEs: conceptualizing strategic space

The evolution of business knowledge in SMEs: conceptualizing strategic space

Paradigm shift of small and medium-sized enterprises competitive advantage

Taiwan's Textile and Clothing SME Response to Globalization

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