Human Capital in SMEs Life Cycle Perspective

Muda, Salwa; Rahman, Mara Ridhuan Che Abdul

doi:10.1016/s2212-5671(16)00084-8

Cited by 42 publications

(45 citation statements)

References 19 publications

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“…"This economic value or asset includes education, skills, intelligence, health, and other employee values such as loyalty and punctuality" (Kenton, 2019). The presence of these factors affects the overall management and performance of an organization or service sector (Muda & Rahman, 2016).…”

Section: Human Capital In Smes Management or Service Sectormentioning

confidence: 99%

“…"Capability and potential referral to the educational level, professional skills, experience, attitudes, personal networks, values, and the ability of current employees to evolve within the organization. Motivation and commitment refer to whether employees align their interests with those of the firm, while innovation and learning show the degree to which employees are open to change" (Muda & Rahman, 2016).…”

Section: Human Capital In Smes Management or Service Sectormentioning

confidence: 99%

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Selected Factors of SMEs Management in the Service Sector

Belás

Amoah

Petráková

et al. 2020

JoTS

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The article aims to compare important management factors between SMEs in the service sector and SMEs in other entrepreneurship sectors. The study was realized in the Czech Republic and the Slovak republic over SMEs in the service sector and other sectors in 2019-2020. The data were collected from the owners or top-level managers; the total sample used in the study was 822 SMEs. The questionnaire was constructed in an online version and was fulfilled by 240 SMEs in the service sector and 582 other companies in the Czech or Slovak republic. The research hypotheses were evaluated by basic statistics tools: contingency tables, Z-score, and Chi-square test. The results showed that there are significant differences in the agreed attitudes to the statement: "I manage the company for more than 8 hours a day" between the Czech (62%) and Slovak (71%) respondents in the service business sector. Neither nationality nor the business sector is essential determinants in the perception of human capital as the most critical element in the company (8 out of 10 respondents) and the fact that the owner (manager) of the company should regularly evaluate the performance of its subordinates and motivate them to innovate in work processes. The results are interesting for the entrepreneurs themselves and for entities and organizations that help SMEs' business activities in selected countries, respectively, for economic policymakers.

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Section: Human Capital In Smes Management or Service Sectormentioning

confidence: 99%

Section: Human Capital In Smes Management or Service Sectormentioning

confidence: 99%

Selected Factors of SMEs Management in the Service Sector

Belás

Amoah

Petráková

et al. 2020

JoTS

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“…Creativity and development characterize the first stage of the product life cycle. In this stage, firms are tasked with building relationships with external stakeholders [71]. The relationships with suppliers, customers, and other stakeholders serve as a stimulus for innovation, and they promote sustainability [72].…”

Section: Market Orientation Business Ties and Product Innovationmentioning

confidence: 99%

Interactions Among Factors Influencing Product Innovation and Innovation Behaviour: Market Orientation, Managerial Ties, and Government Support

Thongsri

Chang

2019

Sustainability

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Ongoing globalization and changing customer needs make it increasingly difficult for firms to survive in the long term. Innovation is considered an important tool for firms in this environment. In particular, a firm’s ability to cultivate innovative behaviour and implement product innovation for sustainability is important. This study explores resources and capabilities to enhance firm innovation behaviour and implementation of sustainable product innovation. The results provide insights on how firms can manage strategies for future sustainable innovations. We used a sample of 645 small- and medium-sized enterprises and presented the conceptual framework according to a resource-based view and relational capital. We specified three independent factors that enhance sustainable innovation and superior performance: market orientation, managerial ties, and government support. We used a questionnaire survey and structural equation modelling to evaluate the conceptual model. We found that interactions between business ties, customers, and competitor orientation can enhance sustainable product innovation, whereas interactions between government support and political relations can enhance the sustainability of innovation behaviour. Moreover, product innovation and innovation behaviour are mediators that can lead to superior firm performance. The results suggest ways entrepreneurs and public policy makers can promote sustainable innovation.

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“…En el siglo XXI los nuevos escenarios competitivos se basan en una nueva economía en la que la gestión del conocimiento es clave para la competitividad sostenible y los recursos intangibles de capital intelectual son fundamentales para generar ventajas competitivas sostenibles en el largo plazo y, por lo tanto, constituye una problemática que deben enfrentar a futuro las PYMES. Es necesario que se integren los tres componentes de los activos intangibles como son: capital intelectual, capital estructural y capital relacional para lograr un ciclo de vida más sostenible en las PYMES (Muda & Abdul, 2016).…”

Section: Revisión Literaria De Las Variables De La Investigación Facunclassified

Análisis de los factores de competitividad para la productividad sostenible de las PYMES en Trujillo (Perú)

Gutiérrez

Escobar

Toledo

et al. 2020

RMCE

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Los niveles de competitividad de los países de Latinoamérica se encuentran en un proceso de desarrollo lento para alcanzar a empresas situadas en economías más modernas, por tener dificultades en algunos pilares fundamentales de competitividad como los niveles de innovación tecnológica en base a inversiones inteligentes de infraestructura, capital intelectual, que tengan un impacto importante en la productividad multifactorial. El objetivo de esta investigación fue analizar la situación competitiva de las Pequeñas y Medianas Empresas (PYMES) en la ciudad de Trujillo, evaluando los factores claves para la productividad que tendrán una asociación con la competitividad sostenible. Se realizó un estudio empírico aplicado a 152 empresarios en diversos sectores de la ciudad de Trujillo, recopilando información de tipo cualitativo y cuantitativo. Los resultados obtenidos fueron que el 70% de las empresas del sector calzado están preparados para responder a las cinco fuerzas competitivas de Porter, para el sector metal mecánica el 89% de las empresas, y el 70% de las empresas para textil son competitivas. Se identificó que la calidad, capital humano, finanzas, plan estratégico, comercialización y las alianzas estratégicas, tienen una relación positiva con la competitividad; sin embargo, al integrarse con las TICs no se aprecia la sinergia del negocio. Los hallazgos son de utilidad para mejorar el conocimiento en las decisiones estratégicas de los Gerentes de las PYMES para responder a la Globalización y al proceso intensivo de la digitalización.

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Human Capital in SMEs Life Cycle Perspective

Cited by 42 publications

References 19 publications

Selected Factors of SMEs Management in the Service Sector

Selected Factors of SMEs Management in the Service Sector

Interactions Among Factors Influencing Product Innovation and Innovation Behaviour: Market Orientation, Managerial Ties, and Government Support

Análisis de los factores de competitividad para la productividad sostenible de las PYMES en Trujillo (Perú)

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