社会资本结构与中小企业创新--一项基于结构方程模型的实证研究

本文针对中小企业核心竞争力的关键问题——创新展开分析,根据我国中小企业的组织特征,在综合分析了国外有关企业创新理论的基础上,我们提出了中小企业基于社会资本的创新理论,在传统创新理论解释变量集中加入了企业规模,并区分了社会资本构成的两大因素:结构性社会资本和认知性社会资本;在问卷调查的基础上,通过探索性因素分析和结构方程建模(SEM),对我国中小企业技术创新影响因素进行了结构测量和机理分析,认为:(1)中小企业的创新结构和知识管理水平受到结构性、认知性社会资本和企业人力资本的综合影响;(2)中小企业认知性社会资本既直接地、又通过影响企业的结构化社会资本间接地影响了企业的技术创新水平,显示出社会资本对中小企业创新的影响存在明显的分层结构和不同路径。     

基于SWOT分析的中小企业战略选择

与大中型企业相比,中小企业具有显著的自身优势与劣势,在当前的市场环境下,通过利用SWOT分析模型来对中小企业加以分析,从而为其战略选择指明方向。     

考虑多因素关联情形的企业发展战略选择的SDV方法

提出了考虑多因素关联情形的企业发展战略选择的SDV方法。该方法基于SWOT矩阵模型确定考虑多因素关联情形的企业发展战略选择框架;然后运用DEMATEL法确定战略选择框架中诸多因素的重要性程度;进一步地,运用VIKOR法选择适合的企业发展战略。通过对一个中小企业发展战略选择的实例分析,来说明运用SDV方法进行企业战略选择的可行性和有效性。     

中小企业应用电子商务的SWOT分析

在全球经济一体化环境下,电子商务作为一种新经营模式和理念,给中小企业的发展带来新的契机。本文在对我国中小企业应用电子商务进行SWOT分析的基础上,提出促进中小企业电子商务应用和发展的战略。     

企业组织资本、战略前瞻性与企业绩效:基于中国企业的实证研究

组织资本是企业生产经营和管理活动中的一种制度安排,这种制度安排能够整合企业内外的所有资源,从而影响企业战略选择与绩效。既有文献并未对组织资本进行明确的界定,也并未对组织资本影响企业绩效的过程进行分析。本研究首先把组织资本划分为权力资本、规则资本与知识管理资本3种形式,并把战略前瞻性引入了该影响过程。研究结果发现,权力资本完全通过战略前瞻性的中介作用而对企业经营绩效产生影响,规则资本部分通过战略前瞻性的中介作用对经营绩效产生影响,但以上两者都没有对创新绩效产生影响。而知识资本直接对经营绩效与创新绩效产生了影响。本研究的意义在于为企业高层管理团队的决策过程理论进行了补充,并对中国企业如何建设组织资本提供了指南。     

基于SWOT分析方法下的区域经济发展战略选择

对于区域经济发展的战略制定,可以在前期调研诊断的基础上,通过SWOT理论进行分析。通过对被分析对象的优势、劣势、机会和威胁的加以综合评估与分析得出结论,从而在战略与战术两个层面加以调整方法、资源以保障被分析对象的实行以达到所要实现的目标。运用SWOT分析范式,通过对区域各类条件因素的现状以及外部环境进行分析诊断,我们可以确定区域经济发展的战略目标、战略重点、战略阶段和战略对策,并以书面形式形成战略方案。     

施工企业参与资本项目运营的SWOT分析

本文采用SWOT分析方法,对国内施工企业资本项目运营的优势与劣势、机遇与挑战进行了简要的分析。通过分析认为,国内施工企业在面对发展机遇与挑战面前,需要不断提高投资战略和风险管理能力,才能从容面对资本市场变化,在自己的优势领域进行资本运营,获取更大的经营空间。     

中原经济区特色农业发展的环境分析与战略选择

本文通过建立SWOT模型,分析出中原经济区发展特色农业所处的环境,即对于发展特色农业其自身所具有的优势、劣势、机遇和挑战。根据SWOT模型的分析结果,最终得出中原经济区在今后进一步发展和强大其特色农业所做的战略选择。     

董事会社会资本、公司领导权结构对企业R&D投入程度的影响研究

基于资源依赖理论与管家理论,从内部治理层面探讨董事会社会资本在企业研发战略中的作用.首先构建董事会社会资本模型,同时引入董事会领导权结构,探讨董事会社会资本对企业研发投入的影响机理及边界条件.通过对2010～2012年制造业主板上市公司数据进行实证分析,结果表明:董事会社会资本对企业研发投入有积极的促进作用,并且董事会领导权两职合一时这种促进作用更显著.     

基于知识资本的饭店企业核心能力分析及评价

运用核心能力和知识资本的基本理论,分析了饭店企业的基本特征和知识资本内涵,进一步明确了饭店企业核心能力是通过4种知识资本相互作用不断实现核心能力特质价值创造性、可延展性、自学习性和不可模仿性的有机集合,并据此构建了基于知识资本的饭店企业核心能力模型。在此基础上建立了基于知识资本的饭店企业核心能力评价指标体系,并采用模糊综合评价法对其进行评价。     

How planning and capital budgeting improve SME performance

This paper focuses on the use of strategic planning among small and medium sized enterprises (SMEs) in the UK manufacturing sector. It analyses the relationship between the intensity of strategic planning, business objectives, perceived performance, changes in the business environment and the use of capital budgeting techniques. Capital budgeting is of particular interest as an area of investigation, and is one which has seldom featured in previous studies of strategic planning behaviour. These issues were investigated via a survey of UK manufacturing SMEs carried out in the winter of 1996/97.

The key results suggest that SMEs incorporate a range of objectives into their strategic planning process, with profit improvement perceived to be the most important objective, followed by sales growth. SMEs engaged in detailed strategic planning are more likely to use formal capital budgeting techniques, including the net present value method, which is consistent with maximising the companys' value. Perceived profitability and success in achieving organisational objectives were positively associated with planning detail, suggesting that strategic planning is a key component improving performance. Planning detail was also associated with a significantly higher level of perceived change in the business environment.     

Strategic planning for small and medium-sized enterprises: The COMPASS project

The paper introduces a methodology and a set of software tools designed to support the definition and implementation of enterprise strategies particularly for small and medium-sized enterprises SMEs . The COMPASS method and tools support a stepwise refinement of basic strategic options and a simulation-based evaluation taking into account the objectives the SME has given itself. They assist in the derivation of detailed project plans, and they help monitoring the success of the chosen strategy. Inexperienced users can taken advantage of the built-in knowledge and experience in the field of strategic planning which reflects the actual state of the art in economic science. The paper describes the method and tools which were developed in the ESPRIT project 6617 COMPASS, and discusses their strong and weak points in the light of experience gained during test applications in three SMEs.     

Knowledge retention in ERP implementations: the context of UK SMEs

Abstract

Knowledge retention (k-retention) is vital for various enterprise resource planning (ERP) implementations in small and medium-sized enterprises (SMEs), though it is a highly demanding and challenging task. The aim of this paper is to investigate different types of approaches to k-retention and factors influencing k-retention in SMEs. Our study adopts a grounded theory approach with cases based on 12 ERP implementations in UK SMEs. We analyze our data using thematic analysis. The findings reveal specific elements that support the k-retention of ERP package knowledge and business process knowledge. These elements are: k-retention tools, documentation, human capital and the understanding of k-retention challenges. In addition to insights from these aspects, our study reveals two additional factors (project management and organizational culture) that influence ERP package k-retention and business process k-retention. Based on these findings, we develop an ERP k-retention (EKR) framework that can be utilized by SMEs which are considering implementing ERP systems, to facilitate knowledge retention during implementation.     

Drivers of internationalization success: a conjoint choice experiment on German SME managers

Internationalization is a common growth strategy for small and medium-sized enterprises (SMEs). However, SMEs face several challenges within the internationalization process. As SMEs are characterized by limited resources, managers are constantly involved in a decision-making process concerning the allocation of the SMEs’ resources. Therefore, internationalization can be understood as a complex, multidimensional decision process. Based on a set of 2244 internationalization decisions made by German SME managers, the present study examines how eight strategic and structural factors drive the perceived international success of SMEs. When applying conjoint choice analysis, the results suggest that especially equity financing in the internationalization process, an appropriate market selection as well as proactive motives, and a long-term scope can drive SMEs’ international success. Moreover, it becomes evident that strategic factors are more relevant for successful internationalization than structural factors.     

Constructing a typology for networks of firms

Companies are now economically bound to collaborate with other enterprises, forming horizontal networks that are generally goal-based and are of a limited duration. This article specifically addresses networks of industrial small and medium enterprises (SMEs). Thanks to a five-years study, some of the main characteristics of such networks will be clarified. One upshot from the experiment was that such networks are rarely guided by formal and deliberate strategies, and that their evolutions and mutations cannot be forecast with the usual strategic planning tools. This paper presents a formal framework to analysis and design the trajectories of networks of firms, with the aim of facilitating the strategic guidance of the network. First, approaches dealing with strategic evolution are presented. Next, organizational trajectories are examined, based on the relative situation of activities and competencies between the companies inside the network. Then, a typology of SMEs networks is given and illustrated by industrial cases. Finally, a formal frame based on the typology and on the degree of achievement of the network (as expressed by a six-levels Maslow's pyramid) is presented, which allows location and guidance of SMEs networks according to their needs. As an illustration a real network trajectory is also given.     

Performance measurement systems in SMEs: A review for a research agenda

In recent years, literature has identified the increasing complexity of small and medium-sized enterprises (SMEs) and highlighted their sensitivity to differences in managerial culture and management systems. Research has shown that performance measurement systems (PMSs) could play an important role in supporting managerial development in these companies. In this paper, the literature on performance measurement in manufacturing SMEs is reviewed and the diffusion, characteristics and determinants of performance measurement in SMEs are analysed. Shortcomings in the performance measurement systems are highlighted and the many factors that seem to constrain PMSs in manufacturing SMEs are defined, e.g. lack of financial and human resources, wrong perception of the benefits of PMS implementation, short-term strategic planning. Moreover, using dimensions defined according to the information found in the literature, two PMS models specifically developed for SMEs are compared with generic PMS models. The comparison points out an evolution in PMS models over time; in particular, the models developed in the last 20 years are more horizontal, process-oriented and focus on stakeholder needs. However, it is not clear whether these changes are due to the evolution of the generic models or an attempt to introduce models suited to the needs of SMEs. To clarify this matter and better to understand PMSs in SMEs, further theoretical and empirical studies are necessary. The main issues still requiring investigation are listed in a research agenda at the end of the paper.     

An interaction orientation approach to SME-Intermediaries relationships

Small and medium-sized enterprises (SMEs) engaging in foreign operations have drawn significant research attention in recent years. One of the aspects linked to such operations is SMEs’ expansion to foreign markets, often relying on local intermediaries. These intermediaries provide the firms with valuable resources such as market knowledge and recognition and reduce foreign operations’ costs. Hence, they are often considered as strategic partners. The current study aims to expand the existing knowledge regarding the relationships between business to business SMEs and their intermediaries by exploring interaction orientation as an organizational cultural aspect and its linkage to the trust-conflicts balance. Based on a survey of 165 international venture managers, complemented by in-depth interviews with 16 senior export managers, we found that by incorporating interaction-orientation constructs into the relationship management, SMEs can enhance affective trust while mitigating conflicts. We also reveal that the impact of emotional and task conflicts on SMEs’ performance is mediated through calculative trust, indicating the benefits of balancing between relational and formal governance.     

Knowledge sharing dynamics in international subcontracting arrangements: The case of Finnish high-tech SMEs

This paper focuses on an under-researched topic of knowledge sharing dynamics in international subcontracting relationships of SMEs. Based on in-depth qualitative analysis of three Finnish high-tech firms, our findings reveal that not only cost and performance expectations motivate SMEs for international subcontracting, but also the factors like lack of in-house alternatives, the volatility of workload, and need for speed in growth-related activities such as deliveries play an important role. We further found that the SMEs try to balance internal risks/uncertainty and external risks/uncertainty throughout international subcontracting. Our paper contributes to the extant literature by being one of the first studies to specifically highlight the range of knowledge sharing and knowledge protection mechanisms used in international subcontracting in SME-SME relationships in which partners come from different institutional settings and physical locations. Moreover, this paper is one of the few studies to specifically highlight the role of time in knowledge sharing from the buyer's point of view as well, specifically by emphasizing the need to balance the internal and external risks during the life-cycle of international subcontracting while balancing short-term challenges and long-term strategic development plans.     

Knowledge integration in family SMEs: an extension of the 4I model

This article explores the process of learning and strategic change in small and medium-sized family firms (family SMEs). Organizational learning theory posits that knowledge must be integrated throughout the firm to facilitate strategic renewal. This process occurs in a particular way in family SMEs, according to their specific characteristics. In such firms the family’s role, the company size and the lack of formal procedures and systems strongly affect the process of learning and change. The study applies the 4I model of organizational learning to three case studies and offers empirical support for this model. The article has theoretical implications for variants of the 4I model as applied to family SMEs, and implications for practice related to the family’s role in starting and perpetuating the process of learning and change.     

Managing digital transformation during re-internationalization: Trajectories and implications for performance

This paper contributes to our theoretical understanding of how SMEs digitally transform during re-internationalization. We conducted qualitative, multiple-case studies into re-internationalization processes across 11 Chinese international SMEs. Using inductive data analysis, we identify two types of digital transformation, operational and strategic, and trajectories during re-internationalization. The complexity of digital transformation in re-internationalization is delineated by the intricate tensions between strategic digital transformation and new product development. Firm re-internationalization performance can plausibly be differentiated by how these tensions are managed.