Trust and opportunism in the competitiveness of small‐scale timber businesses based on innovation and marketing capabilities

Abstract

Subsistence markets are characterized by being composed of economic agents with low levels of education, marketing and management skills, and income. There are common in developing countries. Promote entrepreneurship in these markets is a strategy to reduce poverty, contributing to sustainable development goals. Small‐scale timber businesses (SSTB) in Misiones (Argentine) work in these markets. Innovation and marketing capabilities in SSTB are important factors in the growth of such businesses. Internal trust is a potential factor that could increase the effect of these capabilities, possibly limited by opportunism. This paper analyses marketing and innovation capabilities in SSTB, examining the possible moderating effect of trust (or opportunism) in the process of generating performance from these capabilities, using partial least squares with data of timber businesses in Misiones (Argentine). The findings indicate that SSTB present innovation and marketing capabilities that generate competitiveness, but the interactive influence of trust on the impact of these capabilities on performance is either neglected or negative, suggesting certain opportunism.

Innovating for impact: Proposing quality 4.0 integration to achieve sustainable development goals in microenterprises

“…Although microenterprises and SMEs have limited resources, the drive to adopt technology allows them to save costs, waste, and energy, improve production processes and the development of new skills by their employees (Lepistö et al, 2023). In the study of Jardon and Martinez-Cobas (2020) mentions that micro and SMEs enterprises, are constantly seeking to adopt strategies and tools that help them to have a continuous improvement while achieving the SDGs. Therefore, any action that contributes to improving their situation will be adopted, especially technologies that will create a positive impact in their processes.…”

The evaluation of marketing competitiveness of B2B E-commerce enterprises based on optimized deep learning networks

“…In marketing competitiveness, Carlos M et al used the partial least squares method to analyze the marketing and innovation capabilities of small timber enterprises in Misiones to promote market employment in poor countries. Combined with experiments, they obtained the impact of trust on the marketing and innovation ability of enterprises [12]. To effectively evaluate the competitiveness of enterprises, Li et al combined factor analysis and other methods to construct a data attribute reduction model, and conducted relevant evaluation work through multi-attribute fuzzy decision-making evaluation.…”

“…w ki (P) refers to the connection weight between neuron k and neuron i. If the neuron k is in the output layer, its error calculation is formula (12) e k ðpÞ ¼ y k ðpÞ Ã ½1 À y k ðpÞÞ Ã e k ðpÞ: ð12Þ…”

Innovative Business Strategies in the Face of COVID-19: An Approach to Open Innovation of SMEs in the Sonora Region of Mexico

“…Innovative capabilities are a consequence of the combination of business culture, resources, skills, and processes aimed at innovation [34]. For the innovation to be successful, financial and market strategies have to be identified [35]; an SME requires this combined strategy due to the limited resources and capacities it possesses [36]. Previous studies have widely recognized that a financial strategy results in increased investment in innovation and is one of the main causes of technological progress [37].…”

“…Strategy is considered one of the main determinants of performance [43], and an important part of the literature on RBV capabilities has highlighted the value of developing organizational capabilities as a means of implementing company strategies [44]. The objective of a strategic decision is to make the best use of the skills and resources available in an organization in relation to the external variables to achieve the best possible performance [36]. From Penrose [45], strategic management research has postulated that the deployment of the capabilities that best serve to implement the strategic plans of the company produces both greater growth and better performance.…”