Fundamental concepts in management research and ensuring research quality : focusing on case study method

This paper discusses fundamental concepts in management research and ensuring research quality. It was presented at the European Academy of Management annual conference in 2008

Strategy dynamics in small to medium-sized enterprises : Evidence from UK manufacturing SMEs

This paper discusses the strategy management in small to medium-sized enterprises. It was presented at the 16th international European operations management association conference in 2009

Joining forces in manufacturing value chains for collaborative R&D and innovation : an SME perspective

This paper presents a multiple case study research, which aims to develop a better understanding into how policy makers can facilitate acceleration of R&D and innovation in manufacturing SMEs. The results demonstrate that low perception of value of R&D projects, risk of failure and a lack of networking are identified as the key barriers. The research results suggest that a low perception of value of R&D and innovation is largely a symptom of those barriers. In order to overcome these barriers, manufacturing SMEs need support to access to the customer needs, de-risk R&D and innovation projects and be informed about available funding through simplified communication mechanisms

Visual Strategy : Uma abordagem visual para conectar projetos as metas organizacionais

Openness in strategy comes in different forms and this research study has a particular focus on how visual strategy approaches can facilitate employee engagement and inclusion in strategy processes. A novel Visual Strategy approach is developed and tested in 20 manufacturing small and medium enterprises (SMEs) across Europe as part of a large European Commission funded project. The case studies demonstrate that visual management systems serve to support on-going strategy development and implementation, link strategic projects with organisational goals, enable employee engagement and enhance collaboration. The main benefit of the Visual Strategy approach is that it allows everyone in the business to understand their own contribution to the big picture and eliminates a blame culture

Reification of strategy in small and medium firms

Management research since early 2000s started to focus on expanding the scope of employee participation, empowerment and further unlocking employees’ ideas and creativity. Correspondingly, Chesbrough and Appleyard (2007) developed a new concept based on the notion of ‘open innovation’ which they called ‘open strategy’. They introduced open strategy as a concept which embraces the benefits of openness as a means of accelerating value creation for firms. It is also said to “widen the search for strategy ideas and improve commitment and understanding in strategy implementation” (Whittington, Cailluet, & Yakis‐Douglas, 2011, p. 535). Thus, an underlying theoretical framework for this study is that there is a trend towards greater openness in the strategy process, for which Chesbrough and Appleyard (2007) and Doz and Kosonen (2008) coined the term ‘open strategy’. This study identifies the role of visual strategy methods in implementing an open strategy paradigm in the unique context of small and medium size enterprises (SMEs). Building on the processual theory and by adopting a longitudinal multiple case study methodology with 11 European manufacturing SMEs, we conceptualise open strategy in SMEs. This research argues for an orientation toward a novel method, the ‘Visual Strategy’ as a way of reification of strategy in SMEs

Business model and the value theory : a critical review of the literature

Although business model research has been progressively attracted attention from both academics and practitioners, a common understanding on business model concept has been rarely shaped and agreed upon. This means scholars from different disciplines expound business model from different angles. Accordingly, this paper will attempt to propose an alternative framework for helping scholars and practitioners reshape their understanding of business models through an in-depth literature review. In order to achieve this aim, we take the foundational angle of business model study, which deals with how to better understand the ‘value’ as a concept. Specifically, an integrative categorisation of business model research together with dimensions is developed. Then, the value theory is utilised acting as a lens and the underlying theoretical framework to understand business models. Finally, we argue to what extent value theory can promote our understanding on business models and we will discussed the implications for theory

Impeding factors for the generation of collaborative innovation performance in ecosystem-based manufacturing

Purpose: Although there is a growing body of literature on the benefits of innovation ecosystem participation for keystone/ focal firms, there are limited studies on what motivates or impedes other actors' participation (i.e., suppliers, and complementors) in collaborative innovation. Hence, this study aims to address the root causes of collaborative innovation failure and develop a better understanding of the hindering factors for the generation of collaborative innovation performance in ecosystem-based manufacturing. Methodology: We undertook a qualitative research study with 45 managers involving an online survey with open-ended questions followed by an expert focus group with seven managers from a UK-based high value manufacturing ecosystem. Data analysis and coding followed a highly iterative process using a thematic analysis approach. Findings: This study identified six common barriers to collaborative innovation from the perspective of supplier firms. Particularly, we found unique impeding factors in relation to revealed and deterring barriers in an ecosystem-based manufacturing context. We argue that suppliers and small and medium-sized enterprises (SMEs) not only require financial support but also need to develop a strategic mindset, confidence, effective partnerships, and knowledge about risks and returns to participate in collaborative innovation. Originality: The extant literature identifies the motivations for joining innovation ecosystems and the prominence of value co-creation activity from the perspective of focal firms or orchestrators. However, this study offers insights into the need for an effective value co-appropriation setup among the ecosystem actors including suppliers. Importantly, we propose that effective value co-appropriation is essential for making collaborative innovation happen

Business resilience : finding a way forward

How can SMEs best manage the increasingly complex business environment? Dr Aylin Ates examines small and medium enterprises' resilience and viability in turbulent times in this latest blog post. This post first appeared on United Nations Industrial Development Organisation's blog

Business resilience : finding a way forward

How can SMEs best manage the increasingly complex business environment? Dr Aylin Ates examines small and medium enterprises' resilience and viability in turbulent times in this latest blog post

Small and Medium Enterprises' Resilience and Viability in Turbulent Times

Adaptability and resilience capabilities are crucial for navigating competitive and turbulent business environments. Businesses have been exposed to major disruptions and unprecedented challenges in recent years, such as the armed conflicts in Syria and Ukraine, the global financial crisis in 2008, the 2016 Brexit referendum, and the COVID-19 pandemic. According to the OECD, the COVID-19 pandemic triggered the most severe economic recession in decades, resulting in a significant decline in GDP growth. How can SMEs best manage the increasingly complex business environment and in our new volatile, uncertain, complex and ambiguous (VUCA) times