Fifty years of entrepreneurship and SME: a personal view

Marchesnay, Michel

doi:10.1108/14626001111127115

Cited by 17 publications

(30 citation statements)

References 9 publications

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“…Growing small and medium enterprises (SMEs) play a pivotal role in a country's economy and many other fronts (Ayob, Ramlee and Rahman 2015). They are usually associated with poverty alleviation and food security (Tieguhong, et al 2012), job creation (Ayob, Ramlee and Rahman 2015), social and economic wealth creation (Schoonjans, Cauwenberge and Bauwhede 2013), fostering efficiency and competitiveness (Marchesnay 2011) and are labelled as an engine of growth (Gedajlovic, Cao and Zhang 2012).…”

Section: Introductionmentioning

confidence: 99%

Munificence contingent small business growth model (special emphasis to African SMEs’ context)

Alemayehu

Vuuren

2017

Journal of Small Business & Entrepreneurship

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Classifications:B. Functional management and growth of an SME; C. Strategic management and change in an SME; Factors of success and failure in SME and entrepreneurial firms; Growth of SMEs; Managing change in an uncertain and changing environment Abstract:Despite the growth in number and kind of research emphasizing small and medium-sized enterprises (SMEs), little is known about the relationship between drivers and modes of SMEs' growth. To address this gap, the paper systematically analyzes the relationship between growth drivers and strategies based on the dynamic resource-based view and proposes munificence contingent growth model. The authors argue that the selection of growth strategy should base on firm's resource and environmental munificence settings. Firms can select either organic or inorganic growth strategies based on the abundance or scarcity of certain resources and the accommodative capacity of the economic environment. When the economic environment comes with attractive opportunities SMEs tend to cooperate with other firms either through collaborative framework or diversification strategies. Conversely, when they are faced with very competitive market conditions and the resource availability is limited bootstrapping strategies found to be helpful to maintain competitiveness and thrive. Subsequently, as the resource muscle of the firm develops through bootstrapping strategies SMEs are expected to employ expansion strategies.

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Section: Introductionmentioning

confidence: 99%

Munificence contingent small business growth model (special emphasis to African SMEs’ context)

Alemayehu

Vuuren

2017

Journal of Small Business & Entrepreneurship

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“…It enriches our understanding of directors' strategy with regard to their professional identity. It also highlights the interest that should be granted to VSEs as a subject for research (Marchesnay, 2011;Jaouen, 2010;Jaouen and Lasch, 2015).…”

Section: Discussionmentioning

confidence: 99%

Strategy and professional identity of VSE owner-managers

Reyes

2018

IJEIM

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This study shows how the professional identity of owner-managers of VSEs guides their strategy and enterprise growth. The literature on VSEs considers that owner-managers play an important role in the strategic orientation of their enterprise. While we join this stream of literature, our article highlights the role of this rarely analysed factor. We studied several cases in order to illustrate the effects of the owner-manager's professional identity. The two VSEs studied are pharmacies-an activity sector that is atypical and unstable. The analysis of these contrasting cases shows they adopt different strategies that depend on whether they attach more importance to the 'health professional' or 'retailer' dimension of their job. By combining professional identity with 'owner-managers', this research illustrates the importance of conceptions of 'the job' on strategic behaviour.

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“…In Finland, the most common manifestations of this kind of collaboration are various research and development projects that are often funded externally, examples of which include contributions by the Academy of Finland, Business Finland, various foundations, the European Union, and other international sources. For small and medium-sized enterprises (SMEs) [8] in particular, collaborative projects with a university offer significantly better opportunities to participate in R&D activities for instance, as opposed to relying on internal funding and expertise only.…”

Section: Introductionmentioning

confidence: 99%

Modeling the Software Prototyping Process in a Research Context

Saari¹,

Soini²,

Gronman³

et al. 2020

Frontiers in Artificial Intelligence and Applications

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The paper examines the Third Mission of universities from the point of view of company collaboration in the prototype development process. The paper presents an implementation of university-enterprise collaboration in prototype development described by means of process modeling notation. In this article, the focus is on modeling the software prototyping process in a research context. This research paper introduces prototype development in a university environment. The prototypes are made in collaboration with companies, which offered real-world use cases. The prototype development process is introduced by a modeling procedure with four example prototype cases. The research method used is an eight-step process modeling approach. The goal was to find instances of activity, artifact, resource, and role. The results of modeling are presented using textual and graphical notation. This paper describes the data elicitation, where the process knowledge is collected using stickers-on-the-wall technique, and the creation of the model is described. Finally, the shortcomings found in our existing practices and possibilities for improving our prototype development processes and practices are discussed.

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Fifty years of entrepreneurship and SME: a personal view

Cited by 17 publications

References 9 publications

Munificence contingent small business growth model (special emphasis to African SMEs’ context)

Munificence contingent small business growth model (special emphasis to African SMEs’ context)

Strategy and professional identity of VSE owner-managers

Modeling the Software Prototyping Process in a Research Context

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