An original framework for strategic technology development of small manufacturing enterprises in emerging economies

Abstract

Purpose Technology and knowledge have become the buzzwords of the new millennium. Technological changes and demanding customers are creating a more knowledge intensive, turbulent, complex and uncertain environment. Organizations, which are able to continually build faster and cheaper new strategic assets than their competitors, create long-term competitive advantages. Thus, the growth of companies is directly associated with innovativeness and technological development, especially for small organizations that are more vulnerable to dynamic changes in market place. Organizations need a strategic framework that can help them to achieve the goal of technology development and competitiveness. The purpose of this paper is to develop such strategic framework for small organizations for their technology development and, hence, survival in marketplace. Design/methodology/approach Options field methodology, options profile methodology, analytic hierarchy process (AHP) and fuzzy set theory are utilized to generate various options and profiles to propose a conceptual framework for technology development. Findings The results from the study showed that “mixed approach,” “strategic simulation approach” and the “regulatory environment approach,” in this order, emerged as the top three important options for the strategic technological development of small manufacturing enterprises. Originality/value This result can provide an original and more accurate implementation pathway toward technological innovative development in emerging economies. The proposed framework can provide valuable guidelines and recommendations to practicing managers and analysts for policy development to promote innovative and technological developments.

Green candidate selection for organizational environmental management

“…Environmental consciousness affects organizational processes and practices. Contemporary organizational processes have adopted technologies that reduce environmental waste (Bai et al, 2017;Bai and Sarkis, 2013), improve efficiency (Nanda et al, 2019) and foster green behavior that results in efficiency and cost reduction (Yong et al, 2019). Green candidate selection process is no different.…”

“…The increasing global environmental damage requires organizations to be responsible in managing their environment impacts (Sarkis, 2018;Khan et al, 2018;Orji, Kusi-Sarpong, Gupta and Okwu, 2019;Bai, Kusi-Sarpong, Badri Ahmadi and Sarkis, 2019). In the light of the linkage amid organizations and the universal environmental circumstances (Kusi-Sarpong et al, 2016, most organizations have started to adopt a more proactive ways of managing their operations Kusi-Sarpong and Sarkis, 2019;Nanda et al, 2019;Bai, Govindan, Satir and Yan, 2019) by taking actions that are productive and strategies that mitigate environmental challenges (Sarkis, 2019). A large number of empirical researches have confirmed a positive relationship between environmental management practices and organizational performance (Yang et al, 2010;Zhu et al, 2012;Sarkis and Zhu, 2018).…”

New business capacity of developed, developing and least developing economies: inspection through state-of-the-art fuzzy clustering and PSO-GBR frameworks

“…New business development has positive multifaceted effects on economic growth and vice versa (Asante et al, 2018;Nanda et al, 2020). Entrepreneurial initiatives augment employment opportunities and increase gross domestic product (GDP) to develop better facilities to attract new business incubation.…”

Innovativeness And High-Growth Firms In The Russian Manufacturing Industries

“…The focus of innovative growth should be divided into particular firms. Innovation implementation as a factor of development of firms, enterprises is widely discussed (Barasa et al, 2017;Mukhtarova et al, 2017;Nanda et al, 2019;Pypłacz & Liczmańska-Kopcewicz, 2020).…”