The impact of social networks on SMEs’ innovation potential

Ioanid, Alexandra; Deselnicu, Dana Corina; Militaru, Gheorghe

doi:10.1016/j.promfg.2018.03.133

Cited by 43 publications

(43 citation statements)

References 8 publications

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“…The dimensions of marketing channel, marketing innovation, product segmentation, and customer insight approaches are based on the Consumer Culture Theory and Technology Acceptance Model Theory, which are the right choice of theories for the foundation of this study. Ioanid et al (2018) applies a model approach to innovation by making the CCT theory the basis of innovation. The study produces implications for implementing and developing new ideas in modern marketing, business knowledge, and integrated management governance, R&D, and share of the employee as an effort to maximize innovation.…”

Section: Theoretical Backgroundmentioning

confidence: 99%

“…The study produces implications for implementing and developing new ideas in modern marketing, business knowledge, and integrated management governance, R&D, and share of the employee as an effort to maximize innovation. Ionaid, et al (2018) also added that in the marketing concept in the 4.0 era, the production process is not only based on the quantity and quality of products, but also inter-connections involving internal and external business parties through time optimization and cooperation (Ioanid et al, 2018). Elrehail (2018) uses the competitive advantage theory approach, and a resource-based view shows that there is a positive and significant relationship between entrepreneurship, innovation, and business strategy.…”

Section: Theoretical Backgroundmentioning

confidence: 99%

See 1 more Smart Citation

Antecedents and Consequences of Innovation and Business Strategy on Performance and Competitive Advantage of SMEs

Lestari¹,

Leon²,

Widyastuti³

et al. 2020

JAFEB

125

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The study aims to develop concepts originating through empirical research models to build superior competitiveness and optimal performance achievement. Therefore, to bridge these goals, the study addresses several indicators/items as a novelty, namely, entrepreneurship insight factors, market orientation, knowledge-sharing, innovation, managerial capability, product strategy, process and service improvement, resources capability to improve performance and increase competitiveness by empirical model direct, mediating and indirect effect. The total sample in this study is 497 eligible SMEs that partner with go-food in Makassar City. All research samples are the owner or the person in charge of the business; the data collection period is from May to December 2019. Data are collecting using a survey with 64 construct questions, summarized in seven manifest variables. The research method uses quantitative tools, with SMART-PLS as a statistical tool. This study develops sixteen hypotheses; all of the hypotheses are supported both directly, indirectly, and mediated. The study also found that the link based on CCT, RBV, and TAM Theory is the right choice of theories, as the foundation of this study was very reliable and valid. Indeed, all of the grounded methods have implications both in theory and its main application for the business in the online marketplace.

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Section: Theoretical Backgroundmentioning

confidence: 99%

Section: Theoretical Backgroundmentioning

confidence: 99%

Antecedents and Consequences of Innovation and Business Strategy on Performance and Competitive Advantage of SMEs

Lestari¹,

Leon²,

Widyastuti³

et al. 2020

JAFEB

125

View full text Add to dashboard Cite

show abstract

“…The low survival chance is the most highlighted issue related to the SMEs in the competition [33,34]. Various factors are associated with low survival chance of the SMEs, and among them, low adoption of innovative strategies in production and marketing is noted [8,32,35,36]. Particularly, gradual change in SME business models, along with changing consumer preferences and competitor behavior, is needed to improve the survival chance [33].…”

Section: Sme Performance and Issuesmentioning

confidence: 99%

Sustainability of SMEs in the Competition: A Systemic Review on Technological Challenges and SME Performance

Prasanna

Jayasundara

Gamage

et al. 2019

Journal of Open Innovation: Technology, Market, and Complexity

217

107

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In the era of economic globalization, small and medium enterprises (SMEs) are recognized as an engine of sustainable economic development in both the developed and developing world. In literature, three competitive challenges-the sustainability challenge, the global challenge and the technological challenge-faced by industrial entities in the current globalized economy, are categorized. Of them, this paper undertakes a systemic review of the literature covering the theme of SMEs and technology in order to identify how technological progress in the SMEs, correlates with SMEs survival improvement in the global competition. The review identified six driving forces-social capital, link with Multi-National Corporations (MNCs) and Transnational Corporations (TNCs), innovation, sharing and networking, information technology, and adoption of productivity-enhancing technology-influencing technological upgrade in the SMEs. The review also identified two conditions for successful technological adaptation in the SME sector-availability of technologically skillful workforce in the economy, and identification of opportunities of new technologies in the competition. These conditions could be viewed in the macro environment and emphasize the need for the economies' readiness towards SMEs' success.

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“…As an informal social structure [16], social network (SN) refers to the informal relation network between firms and their business partners, friends and relatives so as to make up the insufficiency of formal business interactions in promoting business exchanges. The members of the network can be government departments, supervision institutions, clients, suppliers, sales agents, mother companies, higher education institutions, and research institutions [17]. Their cooperation can be voluntary, non-contractual and very close.…”

Section: Social Networkmentioning

confidence: 99%

Dynamic Capability, Ambidexterity, Social Network--Empirical Evidence from SMEs in China

Croasdell

He²,

Xia³

et al. 2020

Proceedings of the Annual Hawaii International Conference on System Sciences

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The investigation of organization's ambidexterity is a challenge in the researches of management sciences. As existent literature showed a positive relation between dynamic capability and innovation, few empirical studies are conducted to explain how dynamic capability impacts on the balanced and combined dimension of ambidexterity, and still less on how social network moderates this relation. By a relational model of dynamic capability, ambidexterity, and social network, this study has conducted multiple regression analysis on the data collected from 350 SMEs in mainland China. The results show that, dynamic capability has positive influence on both the combined and balanced dimension of ambidexterity; and both the relational network and structural network play an inverted U moderating role, where the moderation of relational network is stronger than that of structural network. This study provides empirical support on dynamic capability's influence on ambidexterity together with the moderation of social network.

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The impact of social networks on SMEs’ innovation potential

Cited by 43 publications

References 8 publications

Antecedents and Consequences of Innovation and Business Strategy on Performance and Competitive Advantage of SMEs

Antecedents and Consequences of Innovation and Business Strategy on Performance and Competitive Advantage of SMEs

Sustainability of SMEs in the Competition: A Systemic Review on Technological Challenges and SME Performance

Dynamic Capability, Ambidexterity, Social Network--Empirical Evidence from SMEs in China

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