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Handbook of Research on Strategic Management in Small and Medium Enterprises

Book Description

As the global economy continues to develop and new entrepreneurs take advantage of emerging markets, the small business sector plays a greater role of economic development in the international arena. The Handbook of Research on Strategic Management in Small and Medium Enterprises contributes new research to the current array of literature on small business management under diverse geographic, economic, and socio-cultural conditions. By exploring existing theories in tandem with fresh viewpoints, this book will serve as a valuable reference to students, lecturers, researchers, entrepreneurs, and policy makers investigating the use of strategic management in various scenarios and situations.

Table of Contents

  1. Cover
  2. Title Page
  3. Copyright Page
  4. Book Series
  5. Editorial Advisory Board and List of Reviewers
    1. Editorial Advisory Board
    2. List of Reviewers
  6. Preface
  7. Acknowledgment
  8. Section 1: Foundations of Strategic Management in SMEs
    1. Chapter 1: Strategic Management in SMEs
      1. ABSTRACT
      2. INTRODUCTION
      3. BACKGROUND AND LITERATURE REVIEW
      4. STRATEGIC ORIENTATION AND THE ENTREPRENEURIAL SME
      5. PRESENTATION OF A STRATEGIC TYPOLOGY EMO (STEMO) MODEL
      6. CONCLUSION AND RECOMMENDATIONS
      7. REFERENCES
      8. KEY TERMS AND DEFINITIONS
    2. Chapter 2: Strategic Management Overview and SME in Globalized World
      1. ABSTRACT
      2. INTRODUCTION
      3. BACKGROUND
      4. QUESTIONS
      5. FUTURE RESEARCH DIRECTIONS
      6. CONCLUSION
      7. REFERENCES
      8. ADDITIONAL READING
      9. KEY TERMS AND DEFINITIONS
    3. Chapter 3: Environmental Scanning – An Information System Framework for Strategic Decisions in SMEs
      1. ABSTRACT
      2. INTRODUCTION
      3. LITERATURE REVIEW
      4. RESEARCH METHOD
      5. FINDINGS
      6. DISCUSSION
      7. MANAGERIAL IMPLICATIONS
      8. CONCLUSION
      9. REFERENCES
      10. KEY TERMS AND DEFINITIONS
      11. APPENDIX A: SELECTIVE RESPONSES FROM THE RESPONDENTS
    4. Chapter 4: Strategic Learning for Agile Maneuvering in High Technology SMEs
      1. ABSTRACT
      2. INTRODUCTION
      3. BACKGROUND
      4. STRATEGIC LEARNING IN PRACTICE
      5. FUTURE RESEARCH DIRECTIONS
      6. CONCLUSION
      7. REFERENCES
      8. ADDITIONAL READING
      9. KEY TERMS AND DEFINITIONS
      10. ENDNOTES
      11. APPENDIX: MEASUREMENT SCALES
    5. Chapter 5: Strategic Asset Building and Competitive Strategies for SMEs which Compete with Industry Giants
      1. ABSTRACT
      2. INTRODUCTION
      3. Examining Competitiveness in Micro-giants
      4. HOW CAN RESOURCE IMPOVERISHED “MICRO-GIANTS” BE COMPETITIVE AGAINST MUCH LARGER FIRMS?
      5. STRATEGY DEVELOPMENT FOR THE MICRO-GIANT
      6. A THREE CASE-BASED ANALYSIS OF MICRO-GIANT SUCCESS
      7. MODELLING THE RELATIONSHIP BETWEEN KEY ASSET MANAGEMENT AND COMPETITIVE SUCCESS IN MICRO-GIANTS
      8. A MODEL STRUCTURE FOR ANALYSING MICRO-GIANTS COMPETITIVENESS
      9. CLOSING REMARKS
      10. References
      11. KEY TERMS AND DEFINITIONS
      12. ENDNOTES
  9. Section 2: The Entrepreneur/Manager as Strategist, Leader, and Improviser
    1. Chapter 6: The Entrepreneur as Strategist and Improviser
      1. ABSTRACT
      2. INTRODUCTION
      3. ENTREPRENEURIAL OPPORTUNITIES AND ENTREPRENEURIAL BEHAVIOUR
      4. THE ENTREPRENEUR’S ROLES IN EXPLORING AND EXPLOITING ENTREPRENEURIAL OPPORTUNITIES
      5. THE ENTREPRENEUR AS A STRATEGIST AND AGENT OF CHANGE
      6. THE ENTREPRENEUR AS IMPROVISER
      7. NON-TRADITIONAL APPROACHES AND TOOLS IN ENTREPRENEURSHIP EDUCATION/TRAINING: THE ENTREPRENEUR STRATEGIST AND IMRPOVISER AS OBJECT OF UNDERSTANDING
      8. CONCLUSION AND FUTURE RESEARCH DIRECTIONS
      9. REFERENCES
      10. KEY TERMS AND DEFINITIONS
      11. ENDNOTES
    2. Chapter 7: The Entrepreneurial Manager
      1. ABSTRACT
      2. INTRODUCTION
      3. THE ENTREPRENEURIAL MANAGEMENT
      4. THE ENTREPRENEURIAL MANAGER: BETWEEN ENTREPRENEUR AND MANAGER, OR SOMETHING MORE
      5. KEY COMPETENCIES OF THE ENTREPRENEURIAL MANAGER
      6. CHALLENGES TO THE FORMATION OF THE KEY COMPETENCIES OF AN ENTREPRENEURIAL MANAGER
      7. CONCLUSION
      8. REFERENCES
      9. KEY TERMS AND DEFINITIONS
      10. ENDNOTES
    3. Chapter 8: SMEs' Leaders
      1. ABSTRACT
      2. INTRODUCTION
      3. CONVEYING AND SHARING ENTREPRENEURIAL VISION IN SMEs: A CHALLENGE FOR LEADERSHIP
      4. THE EMERGENCE OF COLLECTIVE COMPETENCES IN SMEs
      5. THE STRATEGIC OUTCOMES OF COLLECTIVE COMPETENCE IN SMEs
      6. FURTHER RESEARCH DIRECTIONS
      7. CONCLUSION
      8. REFERENCES
      9. KEY TERMS AND DEFINITIONS
  10. Section 3: Strategic Management in SMEs by Stage of Development
    1. Chapter 9: Becoming Strategic in Small Businesses
      1. ABSTRACT
      2. INTRODUCTION
      3. WHAT DO WE MEAN BY ‘STRATEGY’ IN SMALL BUSINESSES AND HOW CAN WE REALISTICALLY STUDY IT?
      4. HOW DOES STRATEGY EMERGE IN PRACTICE IN SMALL BUSINESSES?
      5. WHAT CONDITIONS SUPPORT THE EMERGENCE OF A STRATEGIC ORIENTATION IN SMALL BUSINESSES?
      6. HOW CAN SMALL BUSINESS OWNERS USE THE PERSPECTIVE PRESENTED HERE TO BECOME MORE STRATEGIC?
      7. CONCLUSION
      8. REFERENCES
      9. KEY TERMS AND DEFINITIONS
      10. ENDNOTES
    2. Chapter 10: Strategic Entrepreneurial Orientation and Small Business Growth
      1. ABSTRACT
      2. INTRODUCTION
      3. SEO AND SMALL FIRMS GROWTH
      4. DIMENSIONS IMPACTING ON SEO
      5. SEO AND GROWTH
      6. METHODOLOGY
      7. DISCUSSION OF RESULTS
      8. FUTURE RESEARCH DIRECTIONS
      9. CONCLUSION
      10. REFERENCES
      11. KEY TERMS AND DEFINITIONS
    3. Chapter 11: Towards a New Model of SMEs' Internationalization
      1. ABSTRACT
      2. INTRODUCTION
      3. THE INTERNATIONALIZATION OF SMALL AND MEDIUM ENTERPRISES
      4. INTERNATIONALIZATION MODELS
      5. THE INTERPLAY BETWEEN ROOTS OF RESOURCES AND DIRECTION OF THEIR DEVELOPMENT FOR INTERNATIONALIZATION STRATEGIES
      6. SMALL AND MEDIUM ENTERPRISES INTERNATIONALIZATION: GRADUAL VS. RAPID GROWTH
      7. FUTURE RESEARCH DIRECTIONS
      8. RECOMMENDATIONS
      9. CONCLUSION
      10. REFERENCES
      11. KEY TERMS AND DEFINITIONS
      12. ENDNOTES
  11. Section 4: Strategic Management at Different Types (Subgroups) of SMEs
    1. Chapter 12: Strategic Management of Family SMEs
      1. ABSTRACT
      2. INTRODUCTION
      3. DEFINING STRATEGY
      4. FORMULATING STRATEGY
      5. Implementing Strategy
      6. STRATEGIC CHANGE
      7. STRATEGIC CHANGE SCENARIOS
      8. CONCLUSION AND RECOMMENDATIONS
      9. REFERENCES
      10. KEY TERMS AND DEFINITIONS
    2. Chapter 13: Knowledge Transfer Strategies within Family Firm Succession
      1. ABSTRACT
      2. INTRODUCTION
      3. CHALLENGES OF KNOWLEDGE TRANSFER WITHIN FAMILY FIRM SUCCESSION
      4. EMPIRICAL STUDY
      5. TYPOLOGY OF TRANSFER CONSTELLATIONS WITHIN FAMILY FIRM SUCCESSION
      6. KNOWLEDGE TRANSFER STRATEGIES WITHIN FAMILY FIRM SUCCESSION
      7. REFLECTIONS, LIMITATIONS AND RECOMMENDATIONS
      8. REFERENCES
      9. KEY TERMS AND DEFINITIONS
    3. Chapter 14: Strategic Aspects of Non-Family SMEs Succession
      1. ABSTRACT
      2. INTRODUCTION
      3. BACKGROUND
      4. METHODOLOGY
      5. EMPIRICAL INSIGHTS
      6. FINDINGS
      7. CONCLUSION AND FUTURE RESEARCH DIRECTIONS
      8. REFERENCES
      9. KEY TERMS AND DEFINITIONS
    4. Chapter 15: A Democratic Approach to Strategic Management in Sport Organizations
      1. ABSTRACT
      2. INTRODUCTION
      3. USING PROFESSIONAL SPORT TO HELP UNDERSTAND STRATEGIC MANAGEMENT
      4. A SPORTS TEAM ANALOGY USEFUL FOR STRATEGIC MANAGEMENT
      5. RANGE OF STRATEGIC MANAGEMENT APPROACHES
      6. SPORT ORGANIZATION SIZE, AMATEUR, PROFESSIONAL, AND STRATEGIC MANAGEMENT
      7. GENERAL HISTORY OF SUPPORT FOR DEMOCRATIC MANAGEMENT
      8. ORGANIZATIONAL DEMOCRACY REFLECTING SOCIETAL (USA)/POLITICAL DEMOCRACY
      9. EFFECT OF DIVERSITY
      10. COMMITMENT ACROSS LEVELS AND EMPLOYEE INFLUENCED DECISION MAKING
      11. SPORTING COMMUNITY INPUT AND NEW IDEAS
      12. CULTURE OF MUTUAL SHARING TOWARD SUCCESS
      13. EMPLOYEE INPUT AND TRANSPARENCY OF MANAGEMENT’S FINAL DECISION
      14. ENGAGING AND MOTIVATING EMPLOYEES THROUGH SHARED MISSION DEVELOPMENT
      15. MEMBER VOTES
      16. INPUT FROM THE SPORTING COMMUNITY
      17. PERFORMANCE ASSESSMENT
      18. THREAT OF COMMERCIALISM
      19. CHALLENGES TO AND DIFFICULTIES IMPLEMENTING DEMOCRATIC MANAGEMENT
      20. MORALITY OF THE ORGANIZATION
      21. CONCLUSION
      22. REFERENCES
      23. KEY TERMS AND DEFINITIONS
      24. APPENDIX
  12. Section 5: Strategic Management of SMEs in Different Contexts (Specifics, Problems, Good Practices)
    1. Chapter 16: Strategic Management in German Mittelstand Companies
      1. ABSTRACT
      2. INTRODUCTION
      3. THE TERM “MITTELSTAND” IN BUSINESS
      4. STRATEGIC MANAGEMENT IN CONTRAST
      5. MITTELSTAND AND ENTREPRENEURSHIP
      6. STRATEGIC RELEVANCE FOR THE MITTELSTAND
      7. DISADVANTAGES OF MITTELSTAND COMPANIES
      8. FUTURE TRENDS IN MITTELSTAND COMPANIES
      9. RECOMMENDATIONS ON STRATEGIC MANAGEMENT FOR THE MITTELSTAND
      10. FUTURE RESEARCH DIRECTIONS
      11. CONCLUSION
      12. REFERENCES
      13. KEY TERMS AND DEFINITIONS
    2. Chapter 17: Relevance and Usage of Management Control Systems with Reference to Strategy Formulation and Control
      1. ABSTRACT
      2. INTRODUCTION
      3. MANAGEMENT CONTROL SYSTEMS
      4. METHODOLOGY
      5. THE STRATEGIC ROLE ATTRIBUTED TO MCS AND THEIR CURRENT ADOPTION
      6. 5. THE DIFFUSION OF ADVANCED MANAGEMENT CONTROL SYSTEMS
      7. 6. FINDINGS AND CONCLUDING REMARKS
      8. REFERENCES
      9. KEY TERMS AND DEFINITIONS
      10. ENDNOTES
    3. Chapter 18: Strategic Networking Behavior of SMEs
      1. ABSTRACT
      2. INTRODUCTION
      3. NETWORK APPROACH TO STRATEGIC MANAGEMENT OF SMEs
      4. SMEs BUSINESS NETWORKS: NATURE, TYPES, FORMATION AND DEVELOPMENT
      5. STRATEGIC NETWORKING BEHAVIOR OF BULGARIAN SMES: AN ILLUSTRATION
      6. RECOMMENDATIONS AND CONCLUSION
      7. REFERENCES
      8. KEY TERMS AND DEFINITIONS
    4. Chapter 19: Entrepreneurship as a Survival-Seeking Strategy for Indigenous Communities
      1. ABSTRACT
      2. INTRODUCTION
      3. MAIN ENTREPRENEURSHIP STUDY APPROACHES
      4. SOCIAL ENTREPRENEURSHIP AND THE ROLE OF SOCIAL NETWORKS
      5. INDIGENOUS ENTREPRENEURSHIP IN MEXICO
      6. DISCUSSION OF RESULTS AND CONCLUSIONS
      7. REFERENCES
      8. KEY TERMS AND DEFINITIONS
    5. Chapter 20: Effects of Business Managers' Skills
      1. ABSTRACT
      2. INTRODUCTION
      3. ICT STRATEGIC ALIGNMENT IN SMEs
      4. ERP STRATEGIC ALIGNMENT IN ARAB SMEs
      5. SKILLS AS ENABLERS OF ALIGNMENT
      6. RESEARCH STUDY: EFFECTS OF BUSINESS MANAGERS’ SKILLS ON ERP STRATEGIC ALIGNMENT IN SAUDI SMEs
      7. DISCUSSION AND IMPLICATIONS
      8. CONCLUSION
      9. REFERENCES
      10. KEY TERMS AND DEFINITIONS
      11. ENDNOTES
  13. Compilation of References
  14. About the Contributors