Alternative Knowledge Strategies, Competitive Environment, and Organizational Performance in Small Manufacturing Firms

Bierly, Paul E.; Daly, Paula S.

doi:10.1111/j.1540-6520.2007.00185.x

Cited by 273 publications

(337 citation statements)

References 90 publications

(135 reference statements)

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“…Strategic and Knowledge management Internal Structure-These sections (each containing five questions) aim, respectively, to identify the features of the organizational structure (e.g., the age of the firm) (Mintzberg 1979) and internal network nodes (e.g., the average age of the employees) (Freel 2003); 5. Strategic and Knowledge management External Structure-These sections (each containing five questions) aim, respectively, to identify the features of the competitive environment according to the industry life cycle and Porter's 5-Forces model (excluding the threat of new entrants and substitute products as a consequence of the difficult recognition by an SME) (Porter 1985) and external network nodes (e.g., frequency of knowledge-based relationships with research actors) (Bierly and Daly 2007). 6.…”

Section: Sample Selection and Data Collectionmentioning

confidence: 99%

The impact of knowledge management and strategy configuration coherence on SME performance

Bagnoli

Vedovato

2012

J Manag Gov

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According to recent literature, effective knowledge management should be coherent and based on the firm's strategy. Prior empirical research, in contrast, tries to evaluate the impact of knowledge management initiatives directly on performance but finds inconsistent results and not allows the understanding of knowledge management contribution to competitive advantage generation. In this study we aim to investigate the impact of knowledge management and strategy configuration coherence on SMEs innovation and organizational performance through a quantitative analysis carried out on a sample of 60 manufacturing SMEs in northeast Italy. Our findings reveal that a significant coherence exists between knowledge management and strategy configurations. Most of the SMEs with a prospector and defender strategy adopt, in turn, an aggressive and conservative knowledge management. Moreover, we find that such coherence has a significant impact on the overall performance. This is particularly interesting since it suggests that the inconsistency in the results of prior studies on the impact of knowledge management on performance (Kalling in J Knowl Manag 7(3):67-81; 2003) may be due to the lack of consideration of knowledge management and strategy configuration coherence.

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Section: Sample Selection and Data Collectionmentioning

confidence: 99%

The impact of knowledge management and strategy configuration coherence on SME performance

Bagnoli

Vedovato

2012

J Manag Gov

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“…La recherche sur la stratégie et le management des organisations s'intéresse depuis longtemps à l'innovation, mais elle a pris encore plus de vigueur au cours des vingt dernières années (Zhang, Macpherson et Jones, 2006 ;Bierly et Daly, 2007 ;Madrid-Guijarro, Garcia et Van Auken, 2009). Il en va de même pour les chercheurs s'intéressant à la performance des PME qui sont, eux aussi, de plus en plus nombreux à se pencher sur les contextes, sur les facteurs, de même que sur les pratiques favorisant l'innovation dans les petites et moyennes entreprises (Claveau, Perez et Prim-Allaz, 2013).…”

Section: La Créativité : Grande Oubliée Des Chercheurs En Innovationunclassified

Introduction au dossier thématique - Créativité, PME et entrepreneuriat : des zones d’ombre et de lumière

Carrier

Szostak

2014

ipme

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Cette introduction au dossier thématique « Créativité, PME et entrepreneuriat » est une invitation lancée aux chercheurs en PME et en entrepreneuriat pour explorer davantage la créativité. Des idées de recherche sont suggérées à partir de travaux sur le design, les industries créatives et les programmes de management des idées. Les thèmes de la motivation, de la confiance, de la gestion des ressources humaines, du rôle du dirigeant de PME ou encore de l’articulation entre les niveaux individuel et collectif en matière de créativité sont mis en avant. Enfin, les trois articles de ce dossier sont brièvement présentés.This introduction to the special issue « Creativity, SMEs and entrepreneurship » leads researchers in the field of SMEs and entrepreneurship to deepen the theme of creativity. Researches are suggested from studies in design, creative industries and ideas management programs. Topics such as motivation, confidence, human resources management, role of the SME manager or relationship between individual and team creativity are put forward. Finally, the three papers of this issue are briefly presented.Esta introducción al dosier temático « Creatividad, PyME y empresariado » es una invitación lanzada a los investigadores en PyME y en empresariado para explorar principalmente la creatividad. Varias líneas de investigación son sugeridas a partir de contribuciones sobre el diseño, las industrias creativas y los programas de management de las ideas. Los temas de la motivación, de la confianza, de la gestión de recursos humanos, del papel de los dirigentes de las PyME o incluso de la articulación entre los niveles individual y colectivo en materia de creatividad son presentados como elementos esenciales. En último lugar, los tres artículos de esta colección serán brevemente explicados

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“…It could thus be defined with reference to technological change and instability or unpredictability of the environment (Tegarden et al, 2005). Extreme situations of environmental dynamism result in conditions of 'hyper competition', where the benefits derived from almost all form of competitive advantage are short-lived (Bierly and Daly, 2007). Iansity (1995) suggests that emergent levels of environmental dynamism lead to more uncertainty in product development, which also reduces the predictability and effects of change the changes.…”

Section: Environmental Dynamismmentioning

confidence: 99%

Impact of Environmental Dynamism on Marketing Strategy Comprehensiveness and Organizational Performance

Idris¹,

Momani²

2013

IJBM

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In highly competitiveness market, companies operate in an intense competitive atmosphere and further globalization of markets, fundamental changes occurred, and forced many companies to rethink and adapt their strategies to search for new philosophies and innovative management techniques to improve their competitive position and performance. The main purpose of this study is to investigate the impact of environmental dynamism on Marketing Strategy Comprehensiveness and Organizational Performance. Environmental dynamism was measured through two dimensions: Intensity of Changes and Frequency of Changes. Comprehensiveness Marketing Strategy was also measured through (5) items. The hypotheses were tested in the domain of Cellular Communications Companies in Jordan. A total of (53) managers and head of section from (60) was answered the questionnaire. Results indicate that environmental dynamism has a significant impact on organizational performance and Comprehensiveness Marketing Strategy, Comprehensiveness Marketing Strategy has significant impact on organizational performance. Results showed that Frequency of Changes is superior impact on organizational performance than Intensity of Changes. To achieve Superior performance, managers and head of section must dealing and managing with cases of environmental dynamism to enhancement organizational performance for their companies.

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Alternative Knowledge Strategies, Competitive Environment, and Organizational Performance in Small Manufacturing Firms

Cited by 273 publications

References 90 publications

The impact of knowledge management and strategy configuration coherence on SME performance

The impact of knowledge management and strategy configuration coherence on SME performance

Introduction au dossier thématique - Créativité, PME et entrepreneuriat : des zones d’ombre et de lumière

Impact of Environmental Dynamism on Marketing Strategy Comprehensiveness and Organizational Performance

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