Typology Analysis of Performance Models of Small and Medium-Size Enterprises (SMEs)

Abouzeedan, Adli; Busler, Michael

doi:10.1023/b:jien.0000026911.03396.2d

Cited by 33 publications

(25 citation statements)

References 76 publications

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“…One topic of importance is the way that the firm business domain has been altered by progress in information technology tools. Abouzeedan and Busler (2002) argue that information technology is having a clear and profound effect on small firm management. Management activities, which were time-consuming as well as labour intensive, are taking far less time and effort to be performed using the new IT tools.…”

Section: Organizational Environmentmentioning

confidence: 92%

“…As a result, the physical space upon which the firms have an impact has changed drastically in the last decade. A recent attempt to account for that phenomenon was proposed by Abouzeedan and Busler (2002). The two researchers introduced a new concept which would help us to propose a new perspective when it comes to managing strategic alliances and other partnership structures.…”

Section: The Concept Of the Firm Impact Sphere And Its Significancementioning

confidence: 99%

“…In this section, we are reintroducing the concept of the Firm Impact Sphere presented in that work. In reference to Abouzeedan and Busler (2002), the firm is located within the central point of a geographical area extending its activities in all directions and thus creating a Firm Impact Sphere. The two researchers hypothesized that they are three theoretically possible types of such spheres.…”

Section: The Concept Of the Firm Impact Sphere And Its Significancementioning

confidence: 99%

“…The firm purchased its raw material, semi-products or complete products within close proximity of its location and sold its products and services to the local population. According to Abouzeedan and Busler (2002) this situation lasted until the 1980s. Although there were tremendous advances in one of the two main barriers of commerce during the last decades of the eighteenth century and the early decades of the nineteenth century, namely transportation, still communication was the hardest of the barriers to break for SMEs.…”

Section: The Localized Firm Impact Sphere or Localized Fipmentioning

confidence: 99%

“…IT is being adopted and incorporated into nearly all organizations that have invested heavily in IT infrastructure for the overall success of their business. The concept of the Firm Impact Sphere was introduced by Abouzeedan and Busler (2002) to account for the impact of IT on the business reach of SMEs. Pudney (2001: 163) looked at how organizations are achieving a competitive advantage from partnering.…”

mentioning

confidence: 99%

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Information Technology (IT) and Small and Medium-sized Enterprises (SMEs) Management

Abouzeedan¹,

Busler

2006

Global Business Review

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Globalization and e-globalization are terminologies of high significance when focusing on smaller firm mechanisms of survival and growth. Studying the way firms are using bridging tactics, including strategic alliances, to increase their chance of survival and growth is an important issue. This is certainly true for the smaller enterprises. There are different tools in literature that are used to analyse the strategic partnership within the international context. One of the new approaches to understand the interaction between the firm's activity and its environment is the concept of the ‘Firm Impact Sphere’. In this article we have reviewed important existing knowledge about Information Technology's (IT) impact on the management and other functional aspects of Small and Medium-sized Enterprises (SMEs). We have re-introduced the concept of the ‘Firm Impact Sphere’ and have related that to the structure of strategic alliances, as an example of an effective bridging tactic used by firms to expand into global markets. The ‘Firm Impact Sphere’ concept was initially proposed by Abouzeedan and Busler (2002). According to this concept, there are three types of Firm Impact Spheres: Localized, Semi-globalized and Globalized. Firm performance has different distinct characteristics in each of these types. Using this differentiation, we have analysed the way the concept of ‘Firm Impact Sphere’ would be used in understanding bridging tactics between functionality, with a concentration on international strategic alliances structuring and building.

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Section: Organizational Environmentmentioning

confidence: 92%

Section: The Concept Of the Firm Impact Sphere And Its Significancementioning

confidence: 99%

Section: The Concept Of the Firm Impact Sphere And Its Significancementioning

confidence: 99%

Section: The Localized Firm Impact Sphere or Localized Fipmentioning

confidence: 99%

mentioning

confidence: 99%

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Information Technology (IT) and Small and Medium-sized Enterprises (SMEs) Management

Abouzeedan¹,

Busler

2006

Global Business Review

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Can business‐oriented managers be effective leaders for corporate sustainability? A study of integrative and instrumental logics

et al. 2018

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This qualitative study investigates whether the views of managers need to be congruent with the corporate sustainability (CS) logics-either integrative or instrumental-of their employing organization. We assessed the CS performance of 25 organizations within the Australian forestry and wood products industry and analyzed the CS orientations of 32 senior managers within these companies to explore whether their individual CS views were consistent with organizational CS logics. The findings indicate that, in general, better performing organizations are led by managers that hold the integrative view, whereas poorer performing organizations are more likely to have managers with an instrumental view of CS. Nonetheless, there were noteworthy exceptions to this conclusion. The findings indicate that, under certain industry conditions, managers who hold an instrumental view may be able to generate ecological and social organizational outcomes that are at least equal to those produced by integrative managers. KEYWORDS corporate sustainability, environmental management, instrumental view, integrative view, leadership, sustainable development

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Advances in Entrepreneurial Finance

Yazdipour¹

2011

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Typology Analysis of Performance Models of Small and Medium-Size Enterprises (SMEs)

Cited by 33 publications

References 76 publications

Information Technology (IT) and Small and Medium-sized Enterprises (SMEs) Management

Information Technology (IT) and Small and Medium-sized Enterprises (SMEs) Management

Can business‐oriented managers be effective leaders for corporate sustainability? A study of integrative and instrumental logics

Advances in Entrepreneurial Finance

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