The responsiveness of Italian small-to-medium sized plants: dimensions and determinants

Belvedere, Valeria; Grando, Alberto; Papadimitriou, Thanos

doi:10.1080/00207540903234751

Cited by 20 publications

(10 citation statements)

References 38 publications

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“…Resources limitation, competition, and functional structure were also influential barriers to BIM adoption in SMEs [38]. Grounded in a quantitative study performed on more than 200 manufacturing plants, Belvedere et al found that SMEs cannot invest in the latest manufacturing practices and technologies that can improve their performance [41]. Meanwhile, Goodridge et al revealed that fragmentation, limited collaboration, and risk-averse attitude are partly the reasons why SMEs are in low levels of innovation capability [12].…”

Section: Factors and Stakeholders Related To Bim Adoption Inmentioning

confidence: 99%

Critical Challenges for BIM Adoption in Small and Medium‐Sized Enterprises: Evidence from China

Zheng

et al. 2019

Advances in Civil Engineering

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Building information modelling (BIM) is a set of technologies that aim to increase interorganisational and cross-disciplinary collaboration in the architecture, engineering, and construction (AEC) industries to promote productivity and the quality of design, construction, and maintenance stages of a building. Studies on BIM adoption in small and medium-sized enterprises (SMEs) have remained an under-represented area. It is necessary to understand the main challenges hindering the adoption of BIM in SMEs and to consider corresponding strategies that can be applied in order to obtain further understanding of BIM in SMEs. On the basis of literature review and interview, stakeholder-associated factors were identified from a network perspective, and the social network analysis (SNA) method was applied to determine the interconnections between the influencing factors and links in BIM adoption in SMEs. Eventually, 10 critical factors and 10 crucial links were selected and divided into six challenges. Corresponding strategies, including cultivating the BIM perception of SMEs, integrated project delivery, strengthening the legal environment for BIM adoption in SMEs, and developing native software and standards and cloud-based technology, were proposed to mitigate these challenges. The strategies may help practitioners gain an in-depth understanding of BIM adoption in SMEs from a stakeholder-oriented perspective.

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Section: Factors and Stakeholders Related To Bim Adoption Inmentioning

confidence: 99%

Critical Challenges for BIM Adoption in Small and Medium‐Sized Enterprises: Evidence from China

Zheng

et al. 2019

Advances in Civil Engineering

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“…SMEs are not miniaturised versions of large firms, in the same way that a caterpillar is not a small butterfly (Penrose, 1959). It is inappropriate to generalise from the findings on the literature on large firms to SMEs as there are several key differences between large firms and their smaller counterparts (Chen and Hambrick, 1995;Dollinger, 1984;Roy and Banerjee, 2012;Belvedere et al, 2010;Beck et al, 2005;Felzensztein and Gimmon, 2007;Nooteboom, 1994). Given these different characteristics, the purpose of this study is to investigate what drivers influence the formation of partnerships around specific business functions and how these partnerships, in turn, influence performance.…”

Section: Ijppm 674mentioning

confidence: 99%

Supply chain drivers, partnerships and performance of high-tech SMEs

Rezaei

Ortt

Trott

2018

IJPPM

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Purpose The purpose of this paper is to examine high-tech small-to-medium-sized enterprises (SMEs) supply chain partnerships. Partnerships are considered at the level of business function rather than the entire organisation. Second, the drivers of SMEs to engage in partnerships are assessed to see whether functions engage in partnerships for different reasons. Third, performance per function is assessed to see the differential effect of partnerships on the function’s performance. Design/methodology/approach In this study, the relationship between the drivers of SMEs to engage in partnerships, four types of partnerships (marketing and sales, research and development (R&D), purchasing and logistics, and production) and four types of functional performances of firms (marketing and sales, R&D, purchasing and logistics, and production) are examined. The data have been collected from 279 SMEs. The proposed hypotheses are tested using structural equation modelling. Findings The results indicate that there are considerable differences between business functions in terms of the degree of involvement in partnerships and the effect of partnerships on the performance of these functions. This paper contributes to research by explaining the contradictory results of partnerships on SMEs performance. Practical implications This study helps firms understand which type of partnership should be established based on the firm’s drivers to engage in supply chain partnership; and which partnership has a significant effect on which type of business performance of the firm. Originality/value The originality of this study is to investigate the relationship between different drivers to engage in supply chain partnership and different types of partnerships and different functional performance of firm in a single model.

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“…The dimensions concern respectively the ability to renew the product range through the rapid introduction of new models, to modify the production volumes, and to quickly manufacture and deliver items. Responsiveness of a production system is influenced by different variables such as position of customer order decoupling point [11], set-up times [7], production resources and system design (equipment and workers) etc. [6], [12].…”

Section: Manufacturing Responsivenessmentioning

confidence: 99%

“…Nevertheless, to stay competitive, companies require delivering customized products rapidly and cost-effectively [6], and this responsiveness is considered as a key challenge for future manufacturing. Interestingly, a recent survey ( [7]) found that Small and Medium-sized Enterprises (SMEs) in Italy are more responsive than large enterprises, claiming that they are capable to deliver faster because they manufacture and assemble items very quickly. Notwithstanding the findings, there is still little empirical evidence to clarify how SMEs are actually adapting to provide quick response to a changing demand.…”

Section: Introductionmentioning

confidence: 99%

Achieving Responsiveness in Small and Medium-Sized Enterprises through Assemble To Order Strategy

Shoaib-ul-Hasan¹,

Macchi²,

Pozzetti³

et al. 2014

Progress in Pattern Recognition, Image Analysis, Computer Vision, and Applications

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With an aggressive economic competition on a global scale, more educated and demanding customers, and a rapid pace of change in process technology, responsiveness in manufacturing is becoming a key competitive advantage. The present paper examines how responsiveness can be achieved in SMEs operating according to an Assemble to Order strategy. The framework -proposed starting from literature analysis and tested through a first case studywill be used in future works to drive a systematic analysis of responsiveness in SMEs.

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The responsiveness of Italian small-to-medium sized plants: dimensions and determinants

Cited by 20 publications

References 38 publications

Critical Challenges for BIM Adoption in Small and Medium‐Sized Enterprises: Evidence from China

Critical Challenges for BIM Adoption in Small and Medium‐Sized Enterprises: Evidence from China

Supply chain drivers, partnerships and performance of high-tech SMEs

Achieving Responsiveness in Small and Medium-Sized Enterprises through Assemble To Order Strategy

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