Which business strategy improves ICT startup companies’ technical efficiency?

Kim, Eung-Su; Euh, Yoonje; Yoo, Jongsu; Lee, Jae-Gil; Jo, Yuri; Lee, Daeho

doi:10.1080/09537325.2020.1849612

Cited by 12 publications

(11 citation statements)

References 42 publications

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“…However, with the meta‐frontier production function which envelops the production functions of all groups, we can compare the efficiency levels of other groups operating under different technical conditions (Battese & Rao, 2002). For this reason, MFA has been widely used to compare the technical efficiency of different groups, and especially recently, it has also been used for the comparison of the technical efficiency of ICT startups (e.g., see Chung et al (2021), Kim et al (2020), Kim et al (2021). ).…”

Section: Methodsmentioning

confidence: 99%

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Which networking strategy improves ICT startup companies' technical efficiency?

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Information and communications technology (ICT) startups, which are relatively smaller than large companies, need to choose efficiency‐oriented networking strategies to efficiently utilize resources. However, the effects of networking strategies on ICT startups' efficiency have been relatively neglected. This study explores which networking strategies are effective for ICT startups. We compare the efficiencies of ICT startups with different interfirm networking strategies: formal networking, informal networking, and noncooperative networking. Technical efficiencies of each strategic group were measured using stochastic frontier analysis, and efficiencies among groups were compared using meta‐frontier analysis. Our results reveal that the noncooperative group has the highest technology gap ratio, followed by the informal and formal cooperative networking groups. This study presents the optimal networking strategy for ICT startups and highlights that interfirm networking is not essential for enhancing the overall competitiveness to ICT startups.

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Section: Methodsmentioning

confidence: 99%

“…For this reason, MFA has been widely used to compare the technical efficiency of different groups, and especially recently, it has also been used for the comparison of the technical efficiency of ICT startups (e.g., seeChung et al (2021),Kim et al (2020),Kim et al (2021).) Battese et al (2004).…”

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Which networking strategy improves ICT startup companies' technical efficiency?

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“…Not only is the use of frameworks for strategic planning useful in achieving greater business model sustainability [88] but also in value creation and the enhancement of the SME value chain [89]. The use of planning frameworks and tools has also been associated with a greater technical ability and the migration of SMEs to more productive technology [90] and improvement in the levels of corporate entrepreneurship [91]. Applications of strategic planning using tools and frameworks have achieved success in SME incubators [92], business model innovation [93], and the creation of a managerial enterprising mindset [94].…”

Section: Challenges Of Implementing Ppm To Support Sme Planning Successmentioning

confidence: 99%

Strategic Innovation, Foresight and the Deployment of Project Portfolio Management under Mid-Range Planning Conditions in Medium-Sized Firms

Hadjinicolaou

Kader²,

Abdallah

2021

Sustainability

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The purpose of this paper is to examine the ability of a firm to innovate and absorb its innovative developments by borrowing concepts and models from project portfolio management (PPM). Using past research and the existing literature, it evaluates the potential to apply PPM to the medium-term strategic planning efforts of small- and medium-sized firms. The implementation of strategic innovation requires organizations to develop both a dynamic culture and flexible internal systems that yield to major external changes in their industry as well as internal resource changes. Such changes could include supply or value chain adjustments, changes in consumer behavior, re-allocation of internal resources or the responses of competitors. This paper examines the planning and implementation of project portfolio management tools in small- and medium-sized enterprises (SMEs) (50–250 employees) with a mid-range (2–4 years) planning horizon that are required to innovate in a strategic context to remain competitive or to take advantage of new opportunities. It relates strategic foresight to the ability of the firm to adjust tactically, including in the utilization and development of internal tools, processes, systems and culture. This paper contributes to the literature by examining the potential for PPM methodologies and models to support decision making in a strategic context in SMEs, an area that is under-represented in the research on strategy. It also relates this foresight with strategic innovation and draws parallels between the strategic management planning process and the use of project portfolio management models. It argues that strategic innovation is closely tied with the ability not just to innovate but to absorb this innovation within the organizational processes and build organizational maturity. It also examines the potential use of project portfolio management models to aid strategic innovation. The use of PPM models in support of strategic innovation may contribute to the sustainability of SMEs as businesses and to the potential to identify new business models that enhance the sustainability of a firm’s competitive advantage, particularly in mid-term.

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“…Sin embargo, entre sus desventajas se observan la nesciencia y la falta de aplicación eficiente por parte de la gestión empresarial. (1) Según el Informe Global del Foro Económico Mundial (2015), Colombia es uno de los primeros países de América latina en superar a México, Brasil y Argentina en el uso e implementación de las TIC, no solo en el sector educativo sino también en el contexto empresarial, permitiendo de esta manera generar competitividad y desarrollo en el sector productivo del país.…”

Section: Introductionunclassified

How do technology equipment companies implement new billing strategies?

Tique

Ordoñez

Cano

2022

Metaverse Basic and Applied Research

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Objective: To evaluate the implementation of electronic invoicing in companies that sell technology equipment in the municipality of Florencia, Caquetá. Methods: the research approach is mixed, qualitative due to the implementation of 116 surveys, and qualitative due to the development of three interviews with municipal actors from Florencia - Caquetá, in the same way the type of descriptive-explanatory research given to the object of the investigation. Results: 78 of 116 entrepreneurs stated the implementation of the electronic invoicing system, where serious training and teaching problems were found in the use of information and research technologies. In this sense, the interviewees express resistance to change and lack of flexibility in knowledge relating to technologies. Conclusion: The implementation of electronic invoicing in companies that sell technological equipment in the municipality of Florencia is being strengthened, taking into account that they have had different types of growth and development barriers due to costs and lack of training.

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Which business strategy improves ICT startup companies’ technical efficiency?

Cited by 12 publications

References 42 publications

Which networking strategy improves ICT startup companies' technical efficiency?

Which networking strategy improves ICT startup companies' technical efficiency?

Strategic Innovation, Foresight and the Deployment of Project Portfolio Management under Mid-Range Planning Conditions in Medium-Sized Firms

How do technology equipment companies implement new billing strategies?

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