Analysing critical success factors in small and medium enterprises banking

Vyas, Vishal; Raitani, Sonika; Roy, Ankur; Jain, Priyanka

doi:10.1504/wremsd.2015.066981

Cited by 7 publications

(7 citation statements)

References 22 publications

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“…These results are in line with Chawla et al (2010), Omri et al (2015), Migdadi (2009), Vyas et al (2015). The results indicated that management factors, like management commitment and support, organizational infrastructure, human resource management practices, organizational culture, work environment, internal communication, corporate social responsibility and information technology, ranked last in terms of their effect on small-sized enterprises success.…”

Section: The Results Insupporting

confidence: 89%

“…Using data collected for respondents selected from SMEs in Nigeria, Abdullahi et al (2015) found that financial needs, infrastructure and employee training were positively related to SMEs performance. In case of India, Vyas et al (2015) determined CSFs of SMEs in banking in India: Supportive organizational factors, rapid delivery and response to customers, marketing, banking model and policy, and improved customer service. In Russia, Pletnev and Barkhatov (2016) indicated that SMEs are affected by CSFs like employee professional and personal qualities, relations with customers and suppliers, entrepreneurial skills of the top executives, wages, as well as manager's social responsibility.…”

Section: Success Factors Of Smes: a Review Of Literaturementioning

confidence: 99%

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Critical Success Factors of Small and Medium-Sized Enterprises in Saudi Arabia: Insights from Sustainability Perspective

Al-Tit

Omri

Euchi

2019

Administrative Sciences

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: The aim of this study is to explore the critical success factors (CSFs) of small and medium-sized enterprises (SMEs) in Saudi Arabia. A questionnaire was developed using 28 factors/indicators identified from the previous researches. From 500 respondents, a total of 347 questionnaires were returned. By conducting exploratory factors analysis, these indicators were categorized into six factors, namely: Individual factors, business characteristics, management factors, business support, capital availability and business environment. Using IBM SPSS and AMOS, the results indicated that business support was the most critical factor that significantly affects the success of SMEs in Saudi Arabia, followed by individual factors, capital availability, and management factors. They also indicated that business characteristics and business environment factors had no significant impacts on the success of these enterprises.

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Section: The Results Insupporting

confidence: 89%

Section: Success Factors Of Smes: a Review Of Literaturementioning

confidence: 99%

Critical Success Factors of Small and Medium-Sized Enterprises in Saudi Arabia: Insights from Sustainability Perspective

Al-Tit

Omri

Euchi

2019

Administrative Sciences

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“…In India, SMEs play a very crucial role in the country’s gross domestic product (GDP), job creation and future growth of the economy and society. More than 48 million SMEs have been growing at a fixed pace of 4.5% for the past five years and have provided 40% of employment and contributed 45% to the manufacturing sector output while contributing only 17% to the Indian GDP (Vyas et al , 2015).…”

Section: Introductionmentioning

confidence: 99%

Barriers in implementing lean manufacturing in Indian SMEs: a multi-criteria decision-making approach

Jaiswal

Singh

Misra

et al. 2020

JM2

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Purpose This study aims to investigate the interrelationships among the Lean manufacturing (LM) adoption barriers in Indian SMEs. This issue has its own importance as LM has become the inescapable requirement for small- and medium-scale enterprises (SMEs) because of the increased concerns about quality, cost, delivery time and rapidly growing competition in the manufacturing sector and in India it is opposed by many factors/barriers. To act for the eradication of these barriers, we need to systematically analyze them. Design/methodology/approach Based on the available literature and consultation with the experts, the authors identified 16 LM barriers for Indian SMEs. The authors analyzed the interdependencies among the barriers and prioritized them using integrated Grey-decision-making trial and evaluation laboratory (grey-DEMATEL) approach. Findings The findings show that limited financial resources, fear in adopting new technology, lack of top management commitment and poor leadership quality are the most critical barriers for LM diffusion in Indian SMEs. Research limitations/implications The present research is based on the experts’ inputs, which may be subject to individual biases. In developing countries, such as India, geographical influences are also possible, which are neglected in this study. Practical implications This study provides significant insights that can help SMEs to focus on critical cause group barriers to accelerate the LM penetration. Originality/value The authors have proposed a Grey-DEMATEL-based LM barrier evaluation framework. Here, the authors analyze the interrelationships among the barriers for LM and segregate them in cause and effect groups.

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“…Moreover, Chong, Shafaghi, and Tan (2011) critically explored critical success factors for SMEs operating in China and they suggested a combination of internal critical factors (successful customer relationships, security and trust, transparency of information, IS/IT infrastructure, top management support, supply chain facilities) and external critical factors (global competitiveness, government commitments, cultural considerations) in developing and sustaining the success of business to business e-commerce. A recent study conducted by Vyas, Raitani, Roy, and Jain (2015) found that critical success factors such as supportive organizational factors, fast and responsive services, target-based marketing, SME banking policy and model, and enhanced customer services are important for the success of SMEs operating in the banking industry in India.…”

Section: Introductionmentioning

confidence: 99%

The critical success factors for organizational performance of SMEs in Malaysia: a partial least squares approach

Lo¹,

Wang²,

Wah³

et al. 2016

RBGN

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Purpose -This paper seeks to examine the relationship between the determinants of organizational performance such as top management support, customer focus, employees' orientation, technology orientation, and entrepreneurial orientation in Malaysia.Design/methodology/approach -A quantitative research design was applied for this study. Data was collected through survey questionnaires applied to business owners and senior managers working in SMEs located in three Malaysian states, using purposive sampling technique. SmartPLS 2.0 (M3) was applied to test the hypotheses.Findings -The findings suggest that both technology and entrepreneurial orientations are significant success factors for SMEs in terms of financial and non-financial performance. In addition, top management support is found to be significantly and positively related to financial performance.Originality/value -The empirical analysis indicates that technology orientation and entrepreneurial orientation add more value to organizational performance. Therefore, it is vital for SMEs to focus on these two critical success factors in order to improve their performance.

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Analysing critical success factors in small and medium enterprises banking

Cited by 7 publications

References 22 publications

Critical Success Factors of Small and Medium-Sized Enterprises in Saudi Arabia: Insights from Sustainability Perspective

Critical Success Factors of Small and Medium-Sized Enterprises in Saudi Arabia: Insights from Sustainability Perspective

Barriers in implementing lean manufacturing in Indian SMEs: a multi-criteria decision-making approach

The critical success factors for organizational performance of SMEs in Malaysia: a partial least squares approach

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