Factors Contributing to SMEs Innovative Culture in Punjab, Pakistan: A Pilot Study

Salman, Rabia; Arshad, Darwina; Bakar, Lily Julienti Abu

doi:10.6007/ijarbss/v6-i8/2253

Cited by 7 publications

(13 citation statements)

References 25 publications

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“…According to the SME Policy of Pakistan (2007), there are 3.2 million SMEs in the country that constitute around 92 percent of the total business organizations in Pakistan (Ghouri et al , 2016; Wahga et al , 2015). Pakistani SMEs are contributing almost 30 percent to Pakistan’s GDP (Ghouri et al , 2016; Salman et al , 2016), with 25 percent in manufacturing exports (Ghouri et al , 2016). Despite these staggering statistics, the SME sector of Pakistan continues to face challenges of growth and competitiveness (Wahga et al , 2015).…”

Section: Introductionmentioning

confidence: 99%

Exploring the role of employee voice between high-performance work system and organizational innovation in small and medium enterprises

Rasheed

Shahzad

Conroy

et al. 2017

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Purpose Employee voice has emerged as a strong predictor of positive organizational outcomes. Grounding the theoretical model in resource-based theory; this study conceptualizes how high-performance work system (HPWS) can enhance organizational innovation of small and medium enterprises (SMEs) through voice behaviors. Specifically, the purpose of this paper is to empirically test if employee voice mediates the relationship between HPWS and organizational innovation. Design/methodology/approach This study used a quantitative strategy and cross-sectional survey method for the collection of data from SMEs operating in Pakistan. A list of SMEs was obtained from the federal government organization responsible for the development of SMEs in Pakistan. A self-administered structured questionnaire was distributed and 239 randomly selected SMEs responded to the survey. Findings Findings confirmed the conceptualized model and revealed that HPWS was significantly and positively related to employee voice and organizational innovation. Employee voice was found as a significant predictor of organizational innovation and mediating factor in the relationship between HPWS and organizational innovation. Research limitations/implications This study is limited in terms of variables included in the conceptual model and relatively small size of the sample that was derived from a single federal organization. More variables and SMEs can be included in future studies to get broader results and, potentially, better findings. Practical implications SME managers/owners can design HR function in such a way that employees will be encouraged to raise their voice and participate more in the organization. Scholars should study voice behaviors distinct from citizenship behaviors. Originality/value This study is the first of its kind to conceptualize the relationship between HPWS, employee voice, and organizational innovation in SMEs of Pakistan.

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Section: Introductionmentioning

confidence: 99%

Exploring the role of employee voice between high-performance work system and organizational innovation in small and medium enterprises

Rasheed

Shahzad

Conroy

et al. 2017

JSBED

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“…Bula (2012) argued that entrepreneurship is a multidimensional concept as it covers a number of economic, socio-cultural, psychological and managerial perspectives. In Pakistan, entrepreneurial activities are important to minimize unemployment, increase income and indirectly poverty reduction (Salman, Arshad, &Bakar, 2016). In order to improve and prepare entrepreneurs and skilled people, small and medium enterprises (SMEs) provided them countless opportunities (Salim, 2017) (Muhammad Khalique , Nick Bontis , Jamal Abdul Nassir bin Shaari, 2015).…”

Section: Literature Reviewmentioning

confidence: 99%

Life Cycle Development of Successful Women-owned Enterprises

et al. 2020

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In developing countries, the role of women in the business sector is continuously improving. As a result, female enterprises have also been encouraged in Pakistan. This study is based on life cycle development phases from which women-owned enterprises have to go through in order to become successful. As a primary data source, face-to-face interviews with owners of successful women-owned enterprises were preferred. The data collection process was divided into two phases i.e. Phase-I and Phase-II. After data collection, qualitative analysis has been performed using NVIVO. Findings provide both generic and specific factors involved in life cycle development of women-owned enterprises. This study provides a detailed view of life cycle development model followed by successful women enterprises. The outcome of this research work is a theoretical finding which can be utilized by entrepreneurs owning small scale enterprises to improve their level of performance. Findings can also be helpful for potentially talented women interested in setting up their own business.

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“…However, academicians are also working for stimulating the better performance of SMEs (Kee-luen et al, 2013;Khurrum S. Bhutta et al, 2008;Syed et al, 2012;Wasim & Khan, 2014). For the better performance of SMEs, SMEDA is implementing several strategies and conducting more and more workshops for the individuals of SMEs to enhance their performance (Salman et al, 2016;Khan & Khalique, 2014;Hoque, 2018).…”

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

“…Several factors are identified which reinforce SMEs performance ( Batool & Zulfiqar, 2011;Hafeez et al, 2012;Ismail & King, 2014;Salman et al, 2016;Ab Rahman & Ramli, 2014). During the last two decades, the academicians and the practitioners have identified innovation as an important factor for increasing SMEs performance (Maladzhi et al, 2012;Oke et al, 2007;Salman et al, 2016;Palaciosmarqués et al, 2016). Many other factors are also considered in generating SMEs performance like innovation enriched environment or culture, creativity, learning organizations for the better outputs and yield of SMEs ( Hadjimanolis, 1999;Keskin, 2006;Oke et al, 2007;Soto-acosta et al, 2015).…”

Section: Introductionmentioning

confidence: 99%

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The effect of innovative cultural processes on performance of small and medium size enterprises

Salman¹,

Arshad²,

Bakar³

et al. 2018

10.5267/j.msl

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The purpose of this study is to identify the influence of innovative cultural processes (ICP) on SMEs performance in Punjab, Pakistan. Data was collected through survey method. 60 usable questionnaires were used for collecting the information from SMEs CEOs/owners/senior managers from Punjab, Pakistan. Research design was consisted on developing the hypothetical framework with innovative cultural processes set as an independent variable to test SMEs performance as a dependent variable. Validity and reliability of the scale were assessed by experts and also a small set of the data was used for analysis through SPSS version 20.0 and PLS-SEM 3.0 for analyzing the effect. The results of the research confirmed the validity and reliability of the instrument used in this study. The findings of this study also validate the empirical linkage between capturing ICP and SMEs performance in Punjab, Pakistan. This study has some practical implications especially for SMEs in Pakistan and recommendations to have ICP for enhancing the performance of SMEs.

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Factors Contributing to SMEs Innovative Culture in Punjab, Pakistan: A Pilot Study

Cited by 7 publications

References 25 publications

Exploring the role of employee voice between high-performance work system and organizational innovation in small and medium enterprises

Exploring the role of employee voice between high-performance work system and organizational innovation in small and medium enterprises

Life Cycle Development of Successful Women-owned Enterprises

The effect of innovative cultural processes on performance of small and medium size enterprises

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