The business model for small and medium-sized enterprises - a systematic literature review

Tullio, Patrizia Di; Tarquinio, Lara

doi:10.1504/ijgsb.2021.114572

Cited by 6 publications

(9 citation statements)

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“…Third, the incredible growth of emerging economies as attractive manufacturing centres has also prioritized the search for sustainable practices (Royer and Bradley, 2019). Finally, organizations are forced to continuously innovate, changing how they think about products, processes and business models (Tullio and Tarquinio, 2021). An increasingly important way for companies to address these challenges is through sustainable innovation (Georgiou et al , 2020).…”

Section: Introductionmentioning

confidence: 99%

A qualitative exploration of factors driving sustainable innovation in small-and medium-sized enterprises in Jordan

Zighan

Abuhussein

Al‐Zu'bi

et al. 2023

JEC

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Purpose Business excellence relies heavily upon sustainable innovation. Still, sustainable innovation is an emerging concept in business practices and has yet to reach a common perception among small- and medium-sized enterprises (SMEs). This study aims to address sustainable innovation in SMEs and the factors driving sustainable innovation development. Design/methodology/approach An exploratory study was conducted to gain insight into the emerging concept of sustainable innovation in the SMEs’ context. Empirical evidence was collected from five case studies. Twenty-five interviews were conducted. Findings This study findings show that SMEs have different ways of understanding sustainable innovation, resulting in different approaches to integrate sustainable innovation into their business. In SMEs, sustainable innovation may not be a fixed concept due to its ambiguous boundaries and various ways of understanding. External and internal factors are driving SMEs’ sustainable innovation. It depends mainly on organizational culture and the capabilities of SMEs and their members in terms of cooperation and integration in work teams, conditions to achieve consensus, articulation of activities, coherence and commitment to the firms’ objectives. These factors collide and enhance each other and positively impact SMEs’ sustainable innovation. Originality/value The scientific relevance of this study lies in the integration of sustainable innovation research in the context of SMEs. There has been limited exploration of how SMEs perceive and engage in sustainable innovation and the factors that drive sustainable innovation development outside of large firms. This study empirically explored the concept of sustainable innovation in the context of SMEs to understand underlying factors related to sustainable innovation.

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Section: Introductionmentioning

confidence: 99%

A qualitative exploration of factors driving sustainable innovation in small-and medium-sized enterprises in Jordan

Zighan

Abuhussein

Al‐Zu'bi

et al. 2023

JEC

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“…PMMM serves as a valuable framework for evaluating and enhancing an organisation's project management maturity [18]. This model allows organisations to assess their effectiveness and efficiency in managing projects while pinpointing improvement areas [25]. Originally known as the Capability Maturity Model and Implementation (CMMI), the concept of maturity measurement has evolved to include various models such as the Scrum Maturity Model (SMM) and Agile Maturity Model (AMM) [26], [27].…”

Section: B2 Project Management Maturity Model (Pmmm)mentioning

confidence: 99%

Enhancing IT Hybrid Projects in The Directorate General Of Customs And Excise of Indonesia: An Improvement Process

Nugraha,

Raharjo,

Wibowo

et al. 2024

ijcs

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The Directorate General of Customs and Excise (DJBC) confronts mounting challenges due to the expanding international trade. To address this issue, an optimal software solution is required for efficient service provision and supervision of transactions. However, the completion of IS projects faces significant delays, with only 25% reaching completion despite the immediate need for a reliable system. These delays stem from various problems encountered during project execution. This research employs the Kerzner Project Management Maturity Model to assess the IS project management maturity level at DJBC and categorise the identified problems. Subsequently, solutions extracted from PMBOK 7 are mapped to address these issues. Findings indicate an average maturity score of 390, falling short of the target of 600 required for level 1 maturity. Additionally, 13 problems have been identified and linked to solutions within the seven standards/domains of PMBOK 7. The research presents two strategic goals: improving project management processes and enhancing client satisfaction, assessed using seven measurement indicators. This study offers valuable insights for DJBC to address project management challenges, enhance maturity levels, and achieve desired outcomes.

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“…According to the International Labour Organization report, the pandemic has put about 114 million people in the world into inactivity, including about a fifth in the OECD area alone, which involves the 37 richest countries on the globe. [13] The Covid-19 crisis has left significant traces in organizational systems. In fact, it was an opportunity to make a global crisis the trigger for beneficial organizational change.…”

Section: Impact Of Covid-19 Pandemic On the Businessmentioning

confidence: 99%

“…In addition BM helps explaining business competitiveness by defining the approaches and methods by which a business builds and uses its resources to deliver better value to its customers (Di Tullio et al 2018). The BM supports the integration of value capture and value creation within a company especially when it is used as a unit of analysis in strategic management research.…”

Section: Business Modelmentioning

confidence: 99%

Post covid-19 management: The strategic role of enterprise digitalization

Omri

Chikhaoui²

2023

J.M.S

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The ongoing pandemic of Covid-19 disturbed the social and economic life. This virus has accelerated the firm’s digitalization and has created a situation of uncertainty about risks, strategies and best practices. On the bright side,Covid-19 has forced enterprises to operate in swiftly ways which revealed the firm agility and the great ability to adopt digitalization and remote working. This article concentrates on how the Covid-19 pandemic has affected the functioning of companies and highlighted the critical role of digitalization. In doing so, this research paper address the current lack to integrate between strategic management, Covid-19 crisis and digital entrepreneurship.

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The business model for small and medium-sized enterprises - a systematic literature review

Cited by 6 publications

References 0 publications

A qualitative exploration of factors driving sustainable innovation in small-and medium-sized enterprises in Jordan

A qualitative exploration of factors driving sustainable innovation in small-and medium-sized enterprises in Jordan

Enhancing IT Hybrid Projects in The Directorate General Of Customs And Excise of Indonesia: An Improvement Process

Post covid-19 management: The strategic role of enterprise digitalization

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