Using the Strategy Tripod to Understand Strategic Management in the “Evaluation-Friendly” Organizations of Cultural and Creative Industries

Sassi, Marge; Jyrämä, Annukka; Pihlak, Ülle

doi:10.1080/10632921.2019.1646177

Cited by 3 publications

(1 citation statement)

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“…This tripod strategy perspective focuses on combining the three factors that can be integrated to explore the company's advantages (Meyer et al, 2009). In line with this, Sassi et al (2019) stated that due to the importance of generating ideas and readiness in dealing with an uncertain business environment, managerial decisions and performance evaluation are more specific in small business organisations compared to medium and large business sectors. As this is a complex problem, the strategy tripod is expected to be a helpful framework for understanding this subject in its full variant (Figure 1).…”

Section: Tripod View Strategymentioning

confidence: 99%

Intentional model of MSMEs growth: a tripod-based view and evidence from Indonesia

Utama

Yusfiarto

Pertiwi

et al. 2023

JABS

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Purpose The purpose of this study is to explore growth models based on “industry-based capabilities”, “resources-based capabilities” and “institution-based capabilities” in the context of the determinants of micro, small and medium enterprises’ (MSMEs) actors’ intention to grow. Design/methodology/approach This study involved 188 owners/managers of MSMEs. The analysis was conducted using partial least squares structural equation modelling. Moreover, the importance-performance map analysis package is used to complement the study findings. Findings This study uses the framework of the resource-based view (entrepreneurial knowledge), industrial-based view (industrial linkage) and institutional-based view (government support and access to finance) as proxies of the tripod-based view framework. The findings show that entrepreneurial knowledge (skills, competencies and functional), government support, access to finance and industrial linkage (vertical and horizontal) significantly encourage MSMEs’ owner/manager growth intention. Practical implications Firstly, this study suggests that MSMEs actors focus on developing entrepreneurial knowledge to boost the skills, competencies and functionalities needed to improve their business capabilities, directly affecting their growth intention. Secondly, this study indicates that the growth intention of MSME players, besides increasing internal capacity, must also be supported by the external environment, such as financial institutions, government and industrial linkage. Originality/value This study offers a tripod-based view as a framework for MSMEs’ actors’ intention to grow, where the constructs in the model used so far have not been explored comprehensively in the context of MSMEs. So, the built model brings more relevant factors to explain this topic from various perspectives.

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Section: Tripod View Strategymentioning

confidence: 99%