Adapting to peripherality: a study of small rural manufacturing firms in northern England

Smallbone, David; North, David; Kalantaridis, Christos

doi:10.1080/089856299283227

Cited by 71 publications

(63 citation statements)

References 10 publications

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“…What these cases have in common are strong links between a particular form of entrepreneurship that we call community business entrepreneurship and a host environment that we call the depleted community. In each case the initiatives have proved themselves by surviving for extended periods of time, thereby establishing each as a successful adaptation to its environment (Smallbone et al 1999).…”

Section: Depleted Communities As Hosts For Community Business Entreprmentioning

confidence: 99%

Depleted communities and community business entrepreneurship: revaluing space through place

Johnstone¹,

Lionais

2004

Entrepreneurship & Regional Development

231

200

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Depleted communities are a persistent feature of late capitalism. They can be seen as areas that have lost much of their economic rationale as space, while retaining high attachments and social relations of place. While conditions in depleted communities can limit possibilities for traditional development, entrepreneurial responses are not similarly constrained. It is argued here that depleted communities can act as hosts to a unique form of enterprise that combines good business practices with community goals. We refer to this as community business entrepreneurship and argue that it is similar to, but distinct from, the traditional entrepreneurial process. To illustrate these ideas three cases are examined. Within the setting of the depleted community, the entrepreneurial process can be modified to pursue community goals, thereby creating new opportunities and making new forms of development possible.

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Section: Depleted Communities As Hosts For Community Business Entreprmentioning

confidence: 99%

Depleted communities and community business entrepreneurship: revaluing space through place

Johnstone¹,

Lionais

2004

Entrepreneurship & Regional Development

231

200

View full text Add to dashboard Cite

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“…Many small businesses do not have the time or resources to implement plans and follow and live very much hand to mouth; "too much month left at the end of the money", (Broome and Toll, 2003:1). The viability of small businesses may depend on their ability to identify and respond to trends and opportunities Smallbone, 1996: Smallbone et al, 1999) presented and threatened by their external environment, yet smaller firms have little ability to shape their macro-environment (Smallbone et al 1999). Moreover in times of crisis, there may be a lack of some sort of planning or "due process" to cope with a turbulent environment where crisis and disaster lurk around every corner.…”

Section: Rural Small Business Planningmentioning

confidence: 99%

The Impacts of Foot and Mouth Disease on a Peripheral Tourism Area: The Role and Effect of Crisis Management

Irvine

Anderson

2006

Journal of Travel & Tourism Marketing

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This study reports on the consequences of endemic cattle and sheep disease (2001) on two separate areas on the tourist industry; a) the Grampian Region of Scotland (indirectly affected) and b) Cumbria in England, (directly affected), and secondly on the effects of various crisis management strategies to alleviate the ensuing problems in both areas. Data were collected by a survey of a sample of 200 tourism orientated SME operators in Grampian and 170 businesses in Cumbria.The results show two forms of impact caused by the disease, direct and those less obvious or tangible. Direct impact was the dramatic loss of trade, most dramatically experienced by the lack of tourists visiting the areas. Indirect effects included loss of supply, change to the product offered and cuts in future investment. In the combination of these impacts, it was clear that the effects would have longevity far beyond the period of the actual crisis. Although the actual presence of the disease was geographically limited in Grampian, the consequences rippled out to affect areas that had no direct connection. In Cumbria, the effects were only slightly more severe but the response more direct and initially effective. Significantly the data also demonstrated a perception of minimal effort by the government to limit the consequences to the farming industry especially in Grampian. We conclude that the tourist industry in peripheral regions is fragile and highly vulnerable to any external shocks. However, we also note the ability of small rural firm to respond to such catastrophes and to avert the worst impacts of crisis.2

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“…In general, resources are seen as essential to new venture creation and small firm growth (Greene et al 1997). Small firms are often argued to be very dependent on their business environment, and they have limited ability to shape their environment (Smallbone et al 1999). Hence, the strategic adaptability of smaller firms will largely depend on the resources developed within their present industrial setting ).…”

Section: Fo Rsman S How Do Small Rural Food-processing Firms Compete?mentioning

confidence: 99%

How do small rural food-processing firms compete?A resource-based approach to competitive strategies

Forsman¹

2004

AFSci

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The study was concerned with the competitive strategies of small food-processing firms in rural Finland and their ability to achieve and maintain a competitively advantaged position in relation to larger food companies in the dynamic and mature food market. Competitive strategies were approached from the resource-based view (RBV) that emphasises internal firm factors as sources of competitive advantage and long-term success. As strategic choices, differentiation was specifically considered. The main objective was to explain the relationships between resources, competitive advantage and firm success. To understand the ambiguous nature of the resources in the small-scale food production context, the study introduced a distinction between strategic resources and basic resources and the strategic relationship between them. The empirical part of the study was based on quantitative analyses of the survey data collected from 238 small (less than 20 persons), food-processing firms in rural Finland. The sample firms represented different branches of the food industry and 39% of them operated in connection with a farm. The linkage between resources, competitive advantage and firm success was investigated by means of cluster analysis, mean comparisons and LISREL modelling. The results demonstrated that there are some typical features relating to small-scale food production in Finland. The results also revealed that small-scale, rural food processing firms do not constitute a homogenous group of their own, but that different strategies among small firms can be identified as well. The analyses proved that a linkage between resources, competitive advantage and firm success can be identified, which is consistent with resource-based logic. However, according to the findings, following a particular strategy does not automatically ensure that a firm will achieve success. The analysis also showed that strategic resources and basic resources are strongly interlinked and that the relationship between basic resources and success was, however, considerably stronger than the link between strategic resources and success. The study concludes that resource deployment in terms of both strategic resources and basic resources should be balanced in order for a small food-processing firm to have the opportunity to establish a relatively favourable position in the market. Based on the results, theoretical, methodological and managerial implications are suggested and ideas for the further research are provided.;

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Adapting to peripherality: a study of small rural manufacturing firms in northern England

Cited by 71 publications

References 10 publications

Depleted communities and community business entrepreneurship: revaluing space through place

Depleted communities and community business entrepreneurship: revaluing space through place

The Impacts of Foot and Mouth Disease on a Peripheral Tourism Area: The Role and Effect of Crisis Management

How do small rural food-processing firms compete?A resource-based approach to competitive strategies

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