Innovation Strategies and Performance in Small Firms

Baldwin, John R.; Gellatly, Guy

doi:10.4337/9781781009703

Cited by 100 publications

(110 citation statements)

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“…A census research design was used, with a self administered questionnaire given to all 31 participants. The questionnaire included the construct items adapted from previous studies (Baldwin, Bian, and Dupuy, 2000;Giroux, 2008) and some questions on demographics. The respondents were required to complete the questionnaire voluntarily and the researchers provided assistance in filling up the questionnaires where required All the questionnaires were returned and were checked for plausibility, integrity and completeness resulting in all cases being usable.…”

Section: Research Methodology Data Collection and Analysismentioning

confidence: 99%

“…The owner/managers must therefore have the ability to fulfill various functional roles in order to ensure the effective management of their business on any given day (Giroux, 2008). Recent studies of survival rates for small business (Baldwin, Bian and Dupuy, 2000;Giroux, 2008) find that a lack of management skills is among those that contribute to failure and that many small firms fail as a result of a deficiency in their internal functioning rather than as a result of externally generated circumstances. This study therefore conceptualizes that when the owner/manager defines the firm objectives, he/she will provide the functional roles within his or her managerial capabilities to ensure firm performance for growth and success.…”

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confidence: 99%

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Influence of Managerial Accounting Skills on SME’s on the Success and Growth of Small and Medium Enterprises in Kenya.

Mbogo

2011

Journal of Language, Technology &Amp; Entrepreneurship in Africa

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Several studies show that most small and medium businesses fail within their first three years. Although the role of factors such as access to funds and culture has been widely studied, the influence of owner/manager practices and capabilities have generally been ignored. To bridge this gap, this paper investigates the managerial business practices and capabilities used by SMEs such as strategic management, financial, marketing, human resource and ICT and their influence on decision making for enterprise success and growth.Data was collected from Kenya Industrial, Research and Development Institute (KIRDI) incubated SMEs in Nairobi. A census research design was used, with a self administered questionnaire given to all participants. The results show that owner/manager capabilities in financial, marketing, human resource and managerial accounting influence decision-making, and consequently SMEs success and development. The paper concludes that training level and managerial accounting capabilities of owner/manager have a strong, positive and significant influence on the decision making and consequently are critical for the success, growth and survival of SMEs.

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Section: Research Methodology Data Collection and Analysismentioning

confidence: 99%

mentioning

confidence: 99%

Influence of Managerial Accounting Skills on SME’s on the Success and Growth of Small and Medium Enterprises in Kenya.

Mbogo

2011

Journal of Language, Technology &Amp; Entrepreneurship in Africa

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“…All this can exert influence on the growth of small businesses. The same, it is known, that the growth of small businesses is conditioned by the growth of economic branches (Audretsch & Mahmood, 1994) and market maturity (Baldwin & Gellatly, 2003). The previous analyses of economic conditions relate to the aggregate level; it means that the environment has some influence on all small businesses in some economic branches, markets and locations.…”

Section: Entrepreneurship and The Conditions Of Economic Crisismentioning

confidence: 94%

Economic Crisis and the Nature of Entrepreneurial and Management Activities

Leković

Marić

2016

Economic Themes

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The essential research intention in this work is oriented toward considering the nature of entrepreneurial activities regarding to the volume of representation, according to some stages of the entrepreneurial process for defined groups of countries, different development degree in crisis conditions. The analysis of research data has drawn some conclusions, which have largely confirmed hypotheses. Obtained results, after the application of adequate statistical procedures, emphasize the existence of negative correlation, degree of economic development and the rate of economic growth. They are partly explained by the place and causes of analysed crisis circumstances, the degree of integrity of financial and economic systems, as well as the heterogeneous economic structure, as the main resistance to negative economic trends. The defined groups of countries of different development degrees show different differences in all the degrees of the entrepreneurial process. There is a positive correlation between the volume of entrepreneurial activities and the rate of economic growth, but on behalf of the countries of the lower development degree. Crisis conditions in the least developed countries generate an additional pressure on entrepreneurial activities; while the relatively stable environment of highly developed countries enables some individuals to find business possibilities outside the entrepreneurial sector.

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“…The existence of a positive link between innovation and performance seems almost obvious (Baldwin & Gellatly, 2003;Goudis, Skuras & Tsegenidi, 2003;Klomp & van Leeuwen, 2001;Prajogo, 2006;Roper, Hewitt-Dundas, Smallbone, North, & Vickers, 2002 (Baldwin & Gellatly, 2003;Bowen et al, 2010;Cho & Pucik, 2005). Issues such as the temporality, linearity and directionality of the innovationperformance relationship remain unclear Harmancioglu, Droge & Calantone, 2009;Mansury & Love, 2008).…”

Section: Innovation (Study Two)mentioning

confidence: 99%

SME performance: the role of networking, innovation breadth, and business model design

Gronum¹

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Because small and medium-sized enterprises (SMEs) are pivotal to the health and vibrancy of economies, it is crucial for researchers to understand the factors that significantly underlie SME performance. Two of the most widely identified antecedents to SME performance are innovation and networking. However, despite widespread attention, the theoretical and empirical status of the relationships between innovation, networks and SME performance remain uncertain. Some researchers note that claims regarding a direct positive relationship between innovation and networks with performance fail to adequately account for the variables that mediate this relationship.In contrast, while much research has been undertaken into the performance benefits of innovation and networks, the exponential increase in the number of publications heralding the performance benefits of business model design and business model innovation received very scant empirical support, almost non-existent for SMEs. Business model design is seen as a powerful mechanism for unlocking and enhancing the value of business processes, including innovation.Empirical evidence presented in this thesis tangibly supports this assertion and thus creates a more solid foundation for future development of the business model view of the firm.The purpose of this thesis, comprising four studies, is to theorise and research the nature of the relationship between innovation breadth, networks and business model design with SME performance. The central research question of this thesis asks: How do innovation breadth, networks and business model design relate to SME performance?Study One systematically reviews a large sample of SME growth and performance literature to identify and interpret emergent concepts, themes, trends and gaps. Study One backgrounds the three empirical studies that that follow to argue, using Resource-Based Theory, that the resources required for developing competitive advantage are both physical and intangible; of the two, intangible resources have the greatest strategic potential. In other words, the thesis finds that SMEs lacking physical resources could develop more sustainable competitive advantage by relying more heavily on leveraging path dependent, socially complex, and causally ambiguous intangible resources. Social capital and technological competence, associated with networks and innovation, represent highly desired intangible resources. Business model design organises these resources to create value for the customer. Therefore, innovation across the elements of the business model when designing or reconfiguring the SME's business model acts as dynamic capabilities that enhance SME performance.iii The systematic literature review is followed by three empirical studies that use longitudinal and cross-sectional datasets of Australian SMEs. Study Two introduces the concept of innovation breadth, as the number of distinct types of innovation that firms use, or their innovation diversity, and examines the linearity and temporality of its re...

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Innovation Strategies and Performance in Small Firms

Cited by 100 publications

References 0 publications

Influence of Managerial Accounting Skills on SME’s on the Success and Growth of Small and Medium Enterprises in Kenya.

Influence of Managerial Accounting Skills on SME’s on the Success and Growth of Small and Medium Enterprises in Kenya.

Economic Crisis and the Nature of Entrepreneurial and Management Activities

SME performance: the role of networking, innovation breadth, and business model design

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