Background to SMEs

Levy, Margi; Powell, Philip

doi:10.1016/b978-075066351-9/50003-6

Cited by 3 publications

(5 citation statements)

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“…Along with flat organizational structures and simple organizational processes (Storey, 1994;Ghobadian & Gallear, 1996), SMEs tend to exhibit rich information networks (employees at all levels are likely to interact with one another on a regular basis) and a high degree of internal transparency (employees at all levels are likely to be more cognizant of others' work assignments and roles, perspectives and taken decisions) thus allowing coordination in the absence for formalized rules and procedures (Street & Meister, 2004). The SME owner/CEO has considerably more personal influence over a firm's strategies, tactics and operations than her peers in larger enterprises as well as considerable personal opportunity to engage in decision processes across the firm (Levy & Powell, 2005). As a result, although a flat, informal organizational structure is likely to exist, decision making tends to be quite centralized around the owner/CEO (Bianchi, 2002), which engenders centralized IT governance structures (Brown, 1997;Sambamurthy & Zmud, 1999).…”

Section: The Sme Contextmentioning

confidence: 98%

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Influencing the effectiveness of IT governance practices through steering committees and communication policies

Huang

Zmud

Price

2010

European Journal of Information Systems

172

140

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Information technology (IT) governance practices involve efforts by an organization's leadership to influence IT-related decisions through the location of decision rights and the structure of decision processes. Our focus is on two specific aspects of IT governance: IT steering committees and IT-related communication policies. Adopting an inductive research strategy examining qualitative data, we provide evidence on the influence of these governance practices from three small-/medium-sized organizations. While each firm evidenced a centralized IT governance posture, differences in these firms' IT steering committees and governance-related communication policies were found to explain differences in the firms' IT use outcomes. Inferences from our findings are presented in the form of propositions informing future research.

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Section: The Sme Contextmentioning

confidence: 98%

“…Generally, the term SME applies to firms employing fewer than 500 workers (Levy & Powell, 2005). The organizational (i.e., institutional and managerial) structures of SMEs are distinct from those of large enterprises in a number of important ways (Meyer, 1972).…”

Section: The Sme Contextmentioning

confidence: 99%

Influencing the effectiveness of IT governance practices through steering committees and communication policies

Huang

Zmud

Price

2010

European Journal of Information Systems

172

140

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“…As described by Levy and Powell (2005), SMEs constitute a vibrant and growing sector in most economies across the globe, and changes in the global economic conditions contribute to the rise in the number of SMEs. Surveys reveal that about 95% of firms are SMEs, employing an average of 65% of the formal workforce within the OECD, many of which are involved in new innovations (Beck, Demirguc-kunt, & Martinez Peria, 2008;Dietrich, 2010;Levy & Powell, 2005). SMEs also play a significant role in employment generation, revenue generation, and export earnings in developing and emerging economies (Javalgi & Todd, 2011).…”

Section: Smes and Innovation Processmentioning

confidence: 99%

“…SMEs are vital to sustainable, diversified, and longterm economic growth (Ardic et al, 2011). As described by Levy and Powell (2005), SMEs constitute a vibrant and growing sector in most economies across the globe, and changes in the global economic conditions contribute to the rise in the number of SMEs. Surveys reveal that about 95% of firms are SMEs, employing an average of 65% of the formal workforce within the OECD, many of which are involved in new innovations (Beck, Demirguc-kunt, & Martinez Peria, 2008;Dietrich, 2010;Levy & Powell, 2005).…”

Section: Smes and Innovation Processmentioning

confidence: 99%

Exploring the Enablers of Organizational and Marketing Innovations in SMEs

Ajayi

Morton

2015

Sage Open

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Previous research studies on innovation tend to focus on process and product innovations. Recent theoretical opinions reveal that Organizational and Marketing Innovations (OMIs) could be the necessary prerequisites to optimally utilize and deploy such process and product innovations. It is important to note that there is a dearth of information on the enablers of OMIs capabilities among small and medium-sized enterprises (SMEs). Despite their closeness to their customers, many SMEs are finding it difficult to achieve successful and effective innovations; these are innovations that have a positive impact on the business growth and returns. This study presents findings from exploratory qualitative research conducted in SouthWestern Nigeria. Drawing upon information-rich evidence from 13 in-depth interviews with the owners and the managers of SMEs, this study identifies some enablers that can promote SMEs' OMIs capabilities, effective innovations, and organizational survival.

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“…Examples of Figure 1. Disciplines and perspectives of netsourcing IS literature on theatres include the development of a theatre box office system (Vidgen et al 2002) as well as inclusion of theatres in SME case analyses (Levy and Powell 2005). Little other research on IS in Theatres exists, which is surprising as theatres are not only community hubs but are often major local employers.…”

Section: Is Research In Theatresmentioning

confidence: 98%

Netsourcing in SMEs: E‐ticketing in Art Venues

Woerndl¹,

Powell²,

Vidgen

2005

Electronic Markets

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Netsourcing allows the renting of information systems (IS) services and applications from a third party provider via a network. Eticketing is a booking option that is developing rapidly in the entertainment industry. This paper investigates the motivations of four theatres for adopting netsourcing-based e-ticketing. By splitting the IS adoption decision into solution-and realization-specific factors, the paper introduces a novel way of considering ecommerce adoption in SMEs. Exploratory case research demonstrates that perceived benefits, the desire to expand online activities, industry trends, and pressures from customers motivate theatres to adopt e-ticketing. In conjunction with e-ticketing, the netsourcing business model is adopted due to internal constraints and restrictions imposed by the provider of the existing box office system.

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Background to SMEs

Cited by 3 publications

References 0 publications

Influencing the effectiveness of IT governance practices through steering committees and communication policies

Influencing the effectiveness of IT governance practices through steering committees and communication policies

Exploring the Enablers of Organizational and Marketing Innovations in SMEs

Netsourcing in SMEs: E‐ticketing in Art Venues

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