Knowledge source preferences as determinants of strategic entrepreneurial orientation

In the knowledge intensive context, firms’ capacity to integrate external and internal sources of knowledge becomes an important competitive advantage and may distinguish entrepreneurial from conservative firms. This paper explores the proposition that differences in strategic entrepreneurial orientation (EO) across firms may be significantly determined by differences in firms’ preferences regarding knowledge sources. Our research is based on 208 firms operating in knowledge intensive industries in six Central and East European countries (CEEC). We identified three types of firms in terms of patterns of sources of knowledge: external R&D knowledge based firms, in-house knowledge based firms and value chain dependent firms. By using different proxies or different dimensions of EO, we have found that the EO is strongest in firms based on external knowledge. Firms with inhouse based knowledge have an intermediate strength of the EO, and firms dependent on value chains are the least entrepreneurially oriented. We have also found moderate support for grouping different proxies of EO into three dimensions identified in literature – innovativeness, pro-activeness and risk-taking. Value chain firms are not pro-active, have the lowest innovativeness, and are the most risk averse. External knowledge based firms are the most active in all three dimensions of EO, while inhouse knowledge based firms are in an intermediate position. Our results point to strong systemic features of entrepreneurial activities; i.e., EO is inherently different in different sub-populations of firms depending on their patterns of sources of knowledge. It seems that these patterns operate as a moderating factor between performance and the EO, which explains mixed results from the literature

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

Small businesses in the new creative industries:innovation as a people management challenge

Purpose - This paper presents findings from an SME case study situated in the computer games industry, the youngest and fastest growing of the new digital industries. The study examines changing people management practices as the case company undergoes industry-typical strategic change to embark on explorative innovation and argues that maintaining an organisational context conducive to innovatin over time risks turning into a contest between management and employees as both parties interpret organisational pressures from their different perspectives. Design/methodology/approach - A single case study design is used as the appropriate methdology to generate indepth qualitative data from multiple organisational member perspectives. Findings - Findings indicate that management and worker perspectives on innovation as strategic change and the central people management practices required to support this differ significantly, resulting in tensions and organisational strain. As the company moves to the production of IP work, the need for more effective duality management arises. Research limitations/implications - The single case study has limitations in terms of generalisability. Multiple data collection and triangulation were used to migitate against the limitations. Practical implications - The study highlights the importance of building up change management capability in the small businesses typical for this sector, an as yet neglected focus in the academic iterature concerned with the industry and in support initatives. Originality/value - Few qualitative studies have examined people management practices in the industry in the context of organisational/strategic change, and few have adopted a process perspective

The impact of information technology resources on SMEs' innovation performance

This work aims to develop a research framework to examine the impact of information technology resources on the innovation performance of Saudi small-and-medium enterprises (SMEs). SMEs innovation capability influences growth and technological progress (Bruque & Moyano, 2007). However, many developing countries exhibit moderate or even low innovation performance. For instance, Saudi Arabia is ranked 54th by the Global Innovation Index (GII 2011). Innovation systems studies focus on the alignment between the interactions of innovation actors with their constantly changing environment toward better innovation performance (Etzkowitz & Leydesdorff, 2000). The dynamic capabilities of organisations have been highlighted as a crucial characteristic that helps to achieve a sustainable competitive advantage (Teece et al., 1997). The indirect impact IT resources on innovation performance represents an attractive research area (Benitez-Amado et al., 2010). Therefore, we argue that a closer look at Saudi SMEs information technology resources and their impact on the firm dynamic capabilities and innovation performance would make a significant contribution to existing knowledge. Areas such as the organisation strategies of developing countries, innovation management, dynamic capabilities, open innovation and strategic information systems are few examples of areas that might benefit from this work

"We are always after that balance":managing innovation in the new digital media industry

The pressure to innovate is growing as technology cycles change more rapidly. Organisations need to balance exploration and exploitation effectively if they are to heed the innovation imperative. Organisational ambidexterity is proposed as a means to achieve such balance with structural or contextual ambidexterity as possible choices. Yet how organisations become ambidextrous is an as yet underresearched area, and different industry sectors may pose different innovation challenges. Using the case study method, this paper examines how a computer games company responds to an industry-specific innovation challenge and how it endeavours to balance exploration and exploitation. The findings suggest that ambidexterity is difficult to achieve, and is fraught with organisational tensions which might eventually jeopardise the innovation potential of a company. The paper suggests that more qualitative research is needed to further our understanding of innovation challenges, innovation management and organisational ambidexterity

How can SMEs benefit from big data? Challenges and a path forward

Big data is big news, and large companies in all sectors are making significant advances in their customer relations, product selection and development and consequent profitability through using this valuable commodity. Small and medium enterprises (SMEs) have proved themselves to be slow adopters of the new technology of big data analytics and are in danger of being left behind. In Europe, SMEs are a vital part of the economy, and the challenges they encounter need to be addressed as a matter of urgency. This paper identifies barriers to SME uptake of big data analytics and recognises their complex challenge to all stakeholders, including national and international policy makers, IT, business management and data science communities. The paper proposes a big data maturity model for SMEs as a first step towards an SME roadmap to data analytics. It considers the ‘state-of-the-art’ of IT with respect to usability and usefulness for SMEs and discusses how SMEs can overcome the barriers preventing them from adopting existing solutions. The paper then considers management perspectives and the role of maturity models in enhancing and structuring the adoption of data analytics in an organisation. The history of total quality management is reviewed to inform the core aspects of implanting a new paradigm. The paper concludes with recommendations to help SMEs develop their big data capability and enable them to continue as the engines of European industrial and business success. Copyright © 2016 John Wiley & Sons, Ltd.Peer ReviewedPostprint (author's final draft

Configuring a blueprint for Malaysian SMEs to survive through the COVID-19 crisis: The reinforcement of Quadruple Helix Innovation Model

When something unpredictable creates turbulence, the result can be disastrous not only for Malaysian SMEs but also for the country’s economic outline as well. So, how can SMEs survive the current crisis period caused by the COVID-19 pandemic? Actually, there are no straight answers. At this point, the study aims to serve a wider understanding of how an adjustable configuration of different strategic initiatives can help Malaysian SMEs endure through the crisis based on the QHIM mechanism. The study has embraced a qualitative approach on the basis of online focus group discussion with the support of an expert facilitator. The data collection process includes 10 participants from various fields, such as academia; banking, NGOs and SMEs. The study also collected secondary information through different newspapers, magazines, websites, E-libraries, documentaries, and related journal sources. Because SMEs are operating in uncertain conditions, the findings from the discussions suggest that an adjustable integration of various ranges of initiatives, such as access and management of financial resources, exploration-exploitation of opportunities, efficient negotiation, digital adoption, and leadership commitment can help SMEs to endure throughout this crisis. The findings also contend the intervention of innovation and calculated risk-taking within the configuration. The proposed conceptual model serves as an important mechanism for policy-makers and owner-manager of SMEs to understand how adjustments in identified initiatives can play a vital role regarding survival in this crisis. It provides recommendations for SMEs and on how to remain competitive through resilience and renewal strategies. The study contributes to the existing literature in crisis management and identifies the survival and resilience strategies of SMEs in developing regions during a long-lasting crisis. It also serves as a unique approach to how the Quadruple Helix perspective can be a vital concept in the survival process. Research paper Keywords: COVID-19; Crisis management; Digitalization; Innovation; SMEs Reference to this paper should be made as follows: Islam, A., Jerin, I., Hafiz, N., Tali Nimfa, D., & Abdul Wahab S. (2021). Configuring a blueprint for Malaysian SMEs to survive through the COVID-19 crisis: The reinforcement of Quadruple Helix Innovation Model. Journal of Entrepreneurship, Business and Economics, 9(1), 32–81.&nbsp

Exploiting Energy and Mineral Resources in Central Asia, Azerbaijan and Mongolia

Recent literature has focussed on institutional degradation and revenue volatility as major sources of a resource curse. Formerly centrally planned countries may be especially vulnerable due to their mutating institutions and macropolicy inexperience. This paper examines these issues through case studies of six former Soviet republics and Mongolia. The principal focus is on the methods of involving foreign partners in exploration and exploitation of natural resources and, to a lesser extent, on the use of revenues during resource booms. The consequences of alternative resource ownership patterns are difficult to model due to path dependency and the significance of the conjuncture of circumstances. Kazakhstan in the 1990s was a prime example of rent-seeking institutional degradation, but an exceptionally positive conjuncture in the 2000s (soaring oil prices, large oil and gas discoveries, and new pipelines) triggered institutional and policy evolution. Uzbekistan, by contrast, had less resource-rent-driven institutional degradation in the 1990s, but stagnated in the 2000s. Turkmenistan and Mongolia highlight the missed opportunities from not involving foreign partners, while Azerbaijan and the Kyrgyz Republic illustrate the less predictable outcomes following quick deals with foreign investors. Institutions matter, but the case studies suggest more complex relationships than revealed by simple correlations between indicators of institutional quality or of ownership patterns.oil, gas, minerals, Central Asia, resource curse