171,608 research outputs found
Firmsâ Contribution to Regional Economic Development: Unravelling Some Explanatory and Moderating Variables
Drawing on entrepreneurial orientation (EO), family business, strategic decision-making (SDM) and social capital (SC) theories, we investigated whether the family and non-family firms contribute differently to regional economic development (RED) and the moderating role of family involvement in firms. Using survey research design and data from 307 Kenyan firms, the findings of the study showed that: a) Firmsâ EO positively influences RED, but the effect of family firmsâ EO on RED is twice that of nonfamily firms; b) the relationship between strategic decision-making and RED is negative and this is more pronounced in family firms than nonfamily firms; c) Bridging social capitalâs (BSC) influence on firmsâ contributions to RED is positive, but nonfamily firmsâ BSC effect is twice that of family firms; d) family involvement moderates the effects of firmsâ contribution to RED. The overall conclusion of this study is that better understanding of firmsâ effect on RED can be achieved by using a range of theories in combination, as such use would help to unpack the underlying mechanisms through which firms influence RED. Finally, theoretical and practical implications are discussed
International entrepreneurship for SME business growth : a resource and dynamic capability view of the firm : an internet context
This research explores the relationship between international business Internet capabilities and international entrepreneurial characteristics. It has been suggested, that the accumulation of a firms Internet capability can assist international operations, especially when operating in fast changing dynamic environments. However, the international entrepreneurial characteristics which are seen as a precursor to leveraging such capabilities are still vague. Given this finding a conceptual framework is constructed and research issues are then developed in order to focus attention on the relationship between the Internet and a firmâs resource base, dynamic capabilities and international market performance
Carving out new business models in a small company through contextual ambidexterity: the case of a sustainable company
Business model innovation (BMI) and organizational ambidexterity have been pointed out as mechanisms for companies achieving sustainability. However, especially considering small and medium enterprises (SMEs), there is a lack of studies demonstrating how to combine these mechanisms. Tackling such a gap, this study seeks to understand how SMEs can ambidextrously manage BMI. Our aim is to provide a practical artifact, accessible to SMEs, to operationalize BMI through organizational ambidexterity. To this end, we conducted our study under the design science research to, first, build an artifact for operationalizing contextual ambidexterity for business model innovation. Then, we used an in-depth case study with a vegan fashion small e-commerce to evaluate the practical outcomes of the artifact. Our findings show that the company improves its business model while, at the same time, designs a new business model and monetizes it. Thus, our approach was able to take the first steps in the direction of operationalizing contextual ambidexterity for business model innovation in small and medium enterprises, democratizing the concept. We contribute to theory by connecting different literature strands and to practice by creating an artifact to assist managemen
Strategic Orientations and Technology Policy: An Empirical Test of Relationship in Developing Countries
There is a growing awareness of the pivotal role of technology in securing and maximizing competitive positions. This study based on primary data from two banks in Nigeria examines the relationship between technology policy and strategy dimensions. Differentiation and
futurity strategy dimensions were found to be marginally dominant in the managerial practices of these firms. In addition, the study found new evidence of relationship between the strategy dimensions; and the pattern of relationship between technology policy and strategic orientations indicate the use technology to foster defensive behaviours rather than securing competitive
edge. Futurity orientation was also found not to be significantly related with most of the technology policy dimensions investigated. These results are expected to provide management and management theorists with valuable practical insight into the relationship between pattern
of strategic orientation and technology policy
Market orientation, market disruptiveness capability and social enterprise performance:An empirical study from the United Kingdom
This study investigates whether and how the pursuit of certain commercial business practices such as market orientation and market disruptiveness capability improves both the economic performance and social performance of social enterprises. Based on the empirical data collected from 164 UK social enterprises, our results show that market orientation improves social performance and economic performance simultaneously, whereas market disruptiveness capability improves only the economic performance, not the social performance, of social enterprises. However, we found that a positive interaction effect of market disruptiveness capability and market orientation on social performance, while its effect is negative on economic performance
SMALL AND MEDIUM ENTERPRISEâS GROWTH AND NEW TECHNOLOGIES IMPLEMENTATION
If managers of many SME do not clearly assume the necessity to modernize their organizations, they will not be able to take advantage of all its resources' potentialities, not only the technological resources, but also of the capacities and qualifications of the human resources. This article looks at how new technologies and their inherent risks have to be considered to achieve performance, to enhance productivity, and to strengthen competitiveness. The solution demands the understanding of the capacities of technologies, the possibility of exploring their benefits and the effort of acquiring an improving the management performance.Innovation management, Change management, SMEâs growth, Performance management
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