Strategies for Start-Ups

Smith, JohnEric W.

doi:10.1016/s0024-6301(98)00101-0

Cited by 21 publications

(31 citation statements)

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“…Organisations that implement strategic management thinking are more profitable than firms that do not (Smith, 1998). Strategic management significantly improves the financial results of an organisation, develops and strengthens its market position and increases its competitiveness.…”

Section: Characteristics Of Strategic Managementmentioning

confidence: 99%

Managing and Controlling Airport Construction Projects: A Strategic Management Framework for Operators

Alnasseri¹

2013

JOAMS

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II ABSTRACTDuring the last few decades, strategic management and strategic human resource management theories have received a great deal of attention in many industrial sectors. The complex and constantly changing business environment has driven large construction companies more than ever before to reflect on the interplay between their organisational strategies and their strategic management processes, tools and techniques. This is despite the great value of human capital for an organisation's strategic flexibility within different sets of environmental evolutions. This includes people in various positions, administrative, professional, managerial and unskilled, as well as numerous project stakeholders. Several researchers are increasingly interested in applying strategies and human-related studies within the construction industry; however, an integrated study of these two factors has been notably lacking, particularly in an airport context where the challenges and difficulties of managing construction projects are high. This doctoral thesis contributes to the existing literature by exploring the unique characteristics of an airport construction environment, along with reporting the findings of the impact that different airport ownership forms have on construction management efficiency. Through integrating numerous theories and concepts associated with project strategies, strategic human resource management and various efficiency management attributes, this research project presents a unique strategic framework that offers a structured approach to support airport holding bodies. Research primary data were collected following semi-structured interviews with senior construction project managers of airport operators within three distinct airport organisations in terms of their ownership structures. The resultant findings provide insight into the many differences between the case studies in term of project management practices. Furthermore, an explanation of the key practices that influence the occurrence of project success were identified. This doctoral investigation identified there is a need for flexibility and scalability aligned with adopting the strategic framework and engaging its conceptual application with actual management and controlling practices. In essence, the research framework was developed for each category of airport organisation, where an airport organisation is encouraged to focus its efforts on managing the most important framework components which are needed for effective improvement of management practices and, accordingly, to achieve expectations. The resulting theoretical framework provides a unique tool for airport operators to apply their project management knowledge effectively in order to realize complex projects and to secure potential efficiency gains. This study therefore provides a ABSTRACT III novel theoretical insight into the strategic management of human resources during airport construction projects. The primary application of the strategic framework is concerned with...

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Section: Characteristics Of Strategic Managementmentioning

confidence: 99%

Managing and Controlling Airport Construction Projects: A Strategic Management Framework for Operators

Alnasseri¹

2013

JOAMS

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“…Thirdly 21 long lived small firms which were 10 years are more were also identified from a sample new business starts which were interviewed using face to face interviews between 1994 -1997 on their finance, costs, business strategy, human capital, organisation and technical change. These firms were examined by Smith (2000a) Reid (1991) and Smith (1997) and Smith (1998). 15 out of 21 were still trading (a survival rate of 71%).…”

Section: Appendixmentioning

confidence: 99%

Turbulence, Flexibility and Performance of the Long-lived Small Firm

Power

Reid

2003

SSRN Journal

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“…Hannon and Atherton (1998) further revealed that for SMEs success is correlated with higher levels of strategic awareness and better planning of owners-managers. In addition, there is evidence to believe that companies that make strategic rather than just financial business plans perform significantly better financially than those that do not (O'Regan and Ghobadian 2004;Smith 1998). Jacobs et al (2011) argue that from the perspective of change and complexity, EA could assist SME management during the growth of a small enterprise.…”

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confidence: 99%

CHOOSE: Towards a metamodel for enterprise architecture in small and medium-sized enterprises

et al. 2015

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Enterprise architecture (EA) is a coherent whole of principles, methods, and models that are used in the design and realization of an enterprise's organizational structure, business processes, information systems, and IT infrastructure. Recent research indicates the need for EA in small and medium-sized enterprises (SMEs), important drivers of the economy, as they struggle with problems related to a lack of structure and overview of their business. However, existing EA frameworks are perceived as too complex and, to date, none of the EA approaches are sufficiently adapted to the SME context. Therefore, this paper presents the CHOOSE metamodel for EA in SMEs that was developed and evaluated through action research in an SME and further refined and validated through case study research in five other SMEs. This metamodel is based on the essential dimensions of EA frameworks and is kept simple so that it may be applied in an SME context. The final CHOOSE metamodel includes only four essential concepts (i.e. goal, actor, operation, object), one for each most frequently used EA focus. As an example, an extract is included from the specific model that was created for the SME used in our action research. Finally, the CHOOSE metamodel is evaluated according to the dimensions essential in EA and the requirements for EA in an SME context.

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Strategies for Start-Ups

Cited by 21 publications

References 0 publications

Managing and Controlling Airport Construction Projects: A Strategic Management Framework for Operators

Managing and Controlling Airport Construction Projects: A Strategic Management Framework for Operators

Turbulence, Flexibility and Performance of the Long-lived Small Firm

CHOOSE: Towards a metamodel for enterprise architecture in small and medium-sized enterprises

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