2018
DOI: 10.1016/j.indmarman.2018.04.005
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Organising of dynamic proximities enables robustness, innovation and growth: The longitudinal case of small and medium-sized enterprises (SMEs) in food producing firm networks

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Cited by 26 publications
(27 citation statements)
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References 51 publications
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“…These findings between OLE and CSR are in the same direction as the theories of organizational learning and the theory based on resources. Therefore, it is important to report that these business resources and capabilities are complementary and have a two-way effect [142,143]. That is, when managers stop learning and developing knowledge flows throughout the company, the results of CSR strategies will decrease [6,144].…”
Section: Discussionmentioning
confidence: 99%
“…These findings between OLE and CSR are in the same direction as the theories of organizational learning and the theory based on resources. Therefore, it is important to report that these business resources and capabilities are complementary and have a two-way effect [142,143]. That is, when managers stop learning and developing knowledge flows throughout the company, the results of CSR strategies will decrease [6,144].…”
Section: Discussionmentioning
confidence: 99%
“…In this same direction, we find that H1 has a strong effect on logistics processes in SMEs. These findings allow us to state that organizations with innovative capabilities that collect information and knowledge from both the interior (management advice, employee experience, repositories information and training) and from abroad (training, consultant advice, support from universities and research centers), they are exploiting it to the fullest and they are also using their resources in ecological actions within their logistics processes (Brink, 2018;Teece, 2010Teece, , 2016. These higher-level strategies make them companies with sustainable and increasingly competitive business approaches and models (Mention, 2011;Mishra, 2017;West et al, 2014).…”
Section: Discussionmentioning
confidence: 90%
“…Estudios más recientes como el de Müller, Buliga, y Voigt (2018) y de Ibarra, Ganzarain, y Igartua (2018), han expuesto que las estrategias de las Pymes, han estado en evolución en los últimos cinco años. En este lapso las organizaciones emprendedoras e innovadoras han desarrollado acciones que se centran en las capacidades tecnológicas, en la proactividad hacia el emprendimiento, en la capacidad para la construcción de redes colaborativas del conocimiento (aprendizaje colectivo) y en las acciones que incluyen la mejora de los procesos de automatización para mejorar sus productos e incrementar las cadenas de valor (Brink, 2018;Teece, 2016). Todo ello ha permitido resultados incalculables, destacándose: la mejora de la imagen empresarial, una mayor actividad innovadora, la transferencia del conocimiento individual al colectivo, la satisfacción de los clientes y el incremento de la rentabilidad financiera del negocio (Müller et al, 2018;Teece, 2016;Zahra, Zheng, & Yu, 2017).…”
Section: Las Capacidades Dinámicas Y La Orientación Emprendedora En Lunclassified