The strategic use of computerised information systems by a micro enterprise

Roberts, Martyn; Wood, Michael

doi:10.1108/09576050210413999

Cited by 19 publications

(19 citation statements)

References 18 publications

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“…Despite multiple calls to study micro-firms in their own right (Devins et al, 2005;Matlay, 1999;Roberts and Wood, 2001), academic research, which focuses specifically on the micro-firm, has historically been rare. From a resource perspective, calls for small firm research are also forthcoming, as articulated by Barney et al (2001, p. 634): [.…”

Section: Introductionmentioning

confidence: 99%

A resource‐based view of micro‐firm management practice

Kelliher

Reinl

2009

Journal of Small Business and Enterprise Development

142

206

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Purpose -The purpose of this paper is to discuss a resource-based approach for exploring micro-firm management practice, as informed by the relevant literature. Specifically, the paper analyses available literature and catalogues micro-firm and managerial competence criteria in pursuit of managerial insights in this environment. Design/methodology/approach -A comprehensive literature review precedes the conceptualisation of micro-firm management practice. Findings -Literary findings suggest that, considering micro-firms' internal resource constraints, minimal environmental power, and owner-centred culture, it is vital for these organisations to embed their valuable resource in their core business strategy, to ensure survival in the longer term. Furthermore, there is an assumption that knowledge must be used optimally within the micro-firm by developing the analytical and critical skills of individuals, groups and the entire organisation so as to sustain and grow these firms' competitive advantage. Having identified and catalogued a range of factors that impact micro-firms, the authors propose a "resource taxonomy of micro-firm management practice", which establishes factor interaction and the interrelationships between each resource in this environment. The purpose of this taxonomy is to assist in the analysis of management practices in the micro-firm milieu.Research limitations/implications -The authors go on to discuss taxonomy implications for micro-firm training policy and propose further exploration of micro-firm management practice and resource-based research in this environment. Originality/value -Academic research, which focuses specifically on the micro-firm, has historically been rare, despite multiple calls to study these firms in their own right. By proffering a "resource taxonomy of micro-firm management practice", the authors seek to inform this neglected research area.

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Section: Introductionmentioning

confidence: 99%

A resource‐based view of micro‐firm management practice

Kelliher

Reinl

2009

Journal of Small Business and Enterprise Development

142

206

View full text Add to dashboard Cite

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“…Indeed, extant literature posits that strategic management aims to integrate key functions towards adopting a general management perspective (Schendel & Hofer, 1979). Consequently, the thrust of strategic management is to ensure that an organisation secure wider and larger improvement or success within the relevant business environment of its operations (Roberts & Wood, 2002). Strategic management fosters the development of consistent patterns in the streams of organisational decisions that predispose organisations to superior or improved performance.…”

Section: Literature Reviewmentioning

confidence: 99%

Strategic orientations and technology policy: An empirical test of relationship in developing countries

Joachim¹

2011

msl

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There is a growing awareness of the pivotal role of technology in securing and maximizing competitive positions. This study based on primary data from two banks in Nigeria examines the relationship between technology policy and strategy dimensions. Differentiation and futurity strategy dimensions were found to be marginally dominant in the managerial practices of these firms. In addition, the study found new evidence of relationship between the strategy dimensions; and the pattern of relationship between technology policy and strategic orientations indicate the use technology to foster defensive behaviours rather than securing competitive edge. Futurity orientation was also found not to be significantly related with most of the technology policy dimensions investigated. These results are expected to provide management and management theorists with valuable practical insight into the relationship between pattern of strategic orientation and technology policy.

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“…Recent studies (Riquelme 200, Roberts &Wood 2002 andMilner 2002) have shown that many of these earlier predictions were far too optimistic and that it was the larger businesses that were more actively engaged in E-commerce. An examination of the adoption rates of the Australian study (see Table 4.1) would support these later findings, with only 15.6% of the 160 respondents indicating that they were engaged in E-commerce in their day-to-day activities.…”

Section: Australian Studymentioning

confidence: 99%

“…• A global presence presenting customers with a global choice (Barry & Milner 2002) • Improved competitiveness (Auger & Gallaugher 1997) • Mass customisation and 'customerisation', presenting customers with personalised products and services (Fuller 2000) • Shortening of supply chains, providing rapid response to customer needs (Barry & Milner 2002) Recent studies have found that these predictions have not eventuated and that it has been the larger businesses that have been more active with respect to E-commerce (see Riquelme 2002, Roberts & Wood 2002, Barry & Milner 2002. A number of reasons have been put forward, including poor security, high costs, a lack of requisite skills.…”

Section: E-commerce and Smesmentioning

confidence: 99%

“…A number of studies (Riquelme 2002, Roberts & Wood 2002, Barry & Milner 2002 have suggested that despite the predicted benefits that may be derived from E-commerce adoption, many SMEs are continuing to avoid adopting and using the technology in their day-to-day activities. An examination of the adoption rates for the Swedish respondents (see Table A3.…”

Section: Swedish Samplementioning

confidence: 99%

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The Role of Small Business Strategic Alliances in the Adoption of E-Commerce in Small/Medium Enterprises (SMEs)

MacGregor

Vrazalic

Small Business Clustering Technologies

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Despite advances in Internet technology, small to medium enterprises (SMEs) are reporting relatively low rates of e-commerce adoption. In response to this, government organizations are putting in place a number of initiatives to promote e-commerce use by SMEs. One of these initiatives is the formation of strategic alliances between businesses in order to pool resources and facilitate e-commerce adoption. This chapter examines the role of strategic alliances in e-commerce use by SMEs by presenting the results of a study of 313 Swedish businesses and by comparing the e-commerce adoption criteria, benefits, and disadvantages among those who are members of a strategic alliance and those who are not. The results of the study indicate distinct differences between the two groups in relation to specific aspects of e-commerce.

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The strategic use of computerised information systems by a micro enterprise

Cited by 19 publications

References 18 publications

A resource‐based view of micro‐firm management practice

A resource‐based view of micro‐firm management practice

Strategic orientations and technology policy: An empirical test of relationship in developing countries

The Role of Small Business Strategic Alliances in the Adoption of E-Commerce in Small/Medium Enterprises (SMEs)

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