Strategic pathways to product innovation capabilities in SMEs

Branzei, Oana; Vertinsky, Ilan

doi:10.1016/j.jbusvent.2004.10.002

Cited by 221 publications

(177 citation statements)

References 93 publications

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“…The paper distinguished between advice that builds capability and advice builds on extant capabilities (Branzei and Vertinsky 2006). The difficult task of building capability in SMEs is arguably the key to long-term sustainable advantage.…”

Section: Advice That Builds Capabilities Versus Advice That Uses Extamentioning

confidence: 99%

“…On the other hand, marketing advice helps firms to use their extant capabilities more effectively in the marketplace (Wren and Storey 2002, Lambrecht and Pirnay 2005, Boter and Lundström 2005, Branzei and Vertinsky 2006. It might also be expected to be routinized.…”

Section: Advice That Builds Capabilities Versus Advice That Uses Extamentioning

confidence: 99%

“…The assumption that support can be delivered on-line implicitly argues for the primacy of the message over the delivery mechanism; yet different types of advice might require different communication media; (Webster and Trevino 1995). A critical understanding of this process (Warhurst 2008, Lawless 2012, Li, Segarra Roca and Papaoikonomou 2011 directly speaks to policy concerning the productivity and performance of smaller firms (Chandler and Hanks 1994, Mahto et al 2010, Hanlon and Saunders 2007, Snape and Redman 2010, Bloom and Van Reenen 2007 In examining how advice spreads, we distinguish between internal (process) advice such as Information Systems consulting (Branzei and Vertinsky 2006, Damanpour and Schneider 2006, Wischnevsky, Damanpour and Mendez 2011, Cepeda-Carrion, CegarraNavarro and Jimenez-Jimenez 2012 and external-facing change such as marketing (Wischnevsky et al 2011). Changes to internal processes can be distinguished from more external facing in several ways.…”

Section: Introductionmentioning

confidence: 99%

“…Changes to internal processes can be distinguished from more external facing in several ways. First, internal processes build capability; whereas external facing processes use extant capabilities (Branzei and Vertinsky 2006). The triggers for building capacity is a critical problem for entrepreneurship research (Autio, George and Alexy 2011).…”

Section: Introductionmentioning

confidence: 99%

“…The advice to support internal processes has to delve more deeply within the firm to assist internal changes (Cepeda-Carrion et al 2012); whereas the advice that supports external change has to understand the market environment (Wren and Storey 2002). Second, programs that build on the extant capabilities of the firm, such as training or for marketing are more likely to be routinized (Lambrecht and Pirnay 2005, Boter and Lundström 2005, Branzei and Vertinsky 2006. A marketing plan may differ according to the type of industry and strategy but it has certain routinized features which may be codified (Chrisman and McMullan 2004).…”

Section: Introductionmentioning

confidence: 99%

See 4 more Smart Citations

When moving information online diminishes change: advisory services to SMEs

2014

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Small firms perform poorly. How to support SMEs effectively has occupied policymakers for decades. Previous work suggests weak competition as a cause of 'the problem'. Therefore, the means of delivering support matters little. Accordingly, the government moved support online rather than be delivered in face-to-face exchanges between advisers and clients. However, we suggest adopting internal management practices to build capabilities does require face-to-face contact, so practices diffuse in a pattern like an 'epidemic'. In support a multinomial logit model of 1334 cases of advice found SMEs that took advice to enhance internal management practices were more likely to be referred by other firms. Hence, we argue that moving online diminished change within these SMEs.

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Section: Advice That Builds Capabilities Versus Advice That Uses Extamentioning

confidence: 99%

Section: Advice That Builds Capabilities Versus Advice That Uses Extamentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 3 more Smart Citations

When moving information online diminishes change: advisory services to SMEs

2014

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Locking in overseas buyers amid geopolitical conflicts

Fan,

Ma,

Cui

et al. 2024

J of Ops Management

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Geopolitical conflicts, particularly economic ones, introduce significant uncertainties into the global supply chain. The impact of these conflicts on cross‐border buyer–supplier transactions remains underexplored, as does the capability of global suppliers to mitigate such risks by locking in their foreign buyers. Employing a combined perspective of resource dependence theory and transaction cost economics, we examine a natural experiment to investigate the effects of the 2018 U.S.–China trade war on the transactional relationships between Chinese suppliers and their U.S. buyers. Our study reveals that the trade war generally adversely affected these buyer–supplier transactional relationships, leading to a negative abnormal transaction value in the affected dyads, which amounted to 18.42% of their pre‐event level. However, we find that this adverse impact can be attenuated when Chinese suppliers demonstrate superior innovation capabilities, higher corporate social responsibility performance, or fewer local political ties. These findings yield insights for international suppliers and buyers on strategies to maintain buyer–supplier transactions and minimize the detrimental effects on global supply chain relationships during geopolitical conflicts.

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