4 research outputs found
DYNAMIC CAPABILITIES:Agility and Competitive Approach in a Dynamic Environment:
No full textIn this decade, many firms especially Small and Medium Enterprises (SMEs) face challenges of turbulent environments. The main characteristic of such environment challenging SMEs is stiff competition from other companies. Many Small and Medium Enterprises, due to their uniqueness, end up getting bankrupt when faced with the challenges of the turbulent environment. There is a need to contribute to the development of strategies that supports SMEs. This study uses the sense-and-respond in the Balanced Critical Factor Index (BCFI) method to analyse and normalise the critical attributes (key performance indicators) responsible for performance in SMEs. The ideology of this method and study extends on the dynamic agile innovation in dynamic capabilities sustainability strategies that SMEs use in generating, reconfiguring, managing, integrating and re-allocating resources appropriately to stay afloat.
In the literature, there are suggestions for SMEs that they can adapt when faced with challenges associated with turbulent environment. Although sometimes SMEs may be working for larger companies, their challenges will still be in their supply chain, or the free market-entry. However, the literature suggests strategies that SMEs can adapt to stay afloat. In addition, the BCFI method used in the study is proved worthy on two different case studies, from different business sector. Both case results showed positive results and those from the first case study, have been implemented in the housing sector. This implies that, although many of these dynamic capabilities favour large firms, they can be adapted and applied to SMEs for similar purposes with positive results.fi=Opinnäytetyö kokotekstinä PDF-muodossa.|en=Thesis fulltext in PDF format.|sv=Lärdomsprov tillgängligt som fulltext i PDF-format
SME operational bid through adversity and turbulent economic environment: resilience through dynamic capabilities
No full textThe existing literature provides limited evidence on “How do small and medium-sized enterprises (SMEs) grow, develop, and sustain their operations in the long-run?” within the scope of this question, this conceptual paper suggests a holistic hypothetical construct of a dynamic business model (DBM). The DBM aims to enhance the competitiveness and resilience of SMEs by strategically capturing value to foster agility. Management by values (MBVs), analytical hierarchy process (AHP) and sand cone model (SCM) provide the theoretical foundation to the suggested DBM. The study extends the literature on SMEs, business model innovation, and suggests a fundamental lean plan for balancing efficiency and flexibility, as a managerial implication
The key factors of SMEs' resilience based on organisational behaviour theory
No full textThe global economic crisis and Covid-19 pandemic has increased turbulence and uncertainties in business environment, as a result Small and medium enterprises (SMEs) are facing more challenges. However, there remain open questions, how SMEs cope, survive and develop strategies that orchestrate resilience during these times. Using a sample of 3355 SMEs management configuration systems from European Union, the study explores how SMEs
resiliently prevailed during 2008 financial crisis and decade onwards. The study, considered Return on equity (ROE) ratio as a measure of resilience, explore the association of SMEs´ dynamic managerial capabilities, test the significance of management configurations, and propose an innovative framework that aims to improve competitiveness. The research demonstrated that top management configurations coupled with human resource management (HRM) could promote resilient performance during crisis and uncertain business environment. In addition, the study offers choices on management configuration to decision makers, highlights the research limitations and future studies.©2023 Inderscience.fi=vertaisarvioitu|en=peerReviewed
Dynamic business model based on research in power electronics industry
No full textThe recent global economic crisis has caused an uncertain and challenging business environment and has battered managements that are running businesses all over the world.This paper focuses on new capabilities that can be used successfully in a fast changing business environment for improving firms’ efficiency.This research utilizes constructive approach including interviews and case studies. The relevant findings of the study are the elements of the key success factors: entrepreneurial strategy, R&D to market performance, dynamic operational excellence and innovativeness with links to the key actions which have led to new business model called dynamic business model (DBC). This research focuses on power electronics business industry which at the same time is a limitation. This research helps directors and managers to think more widely and make better decisions for the success of the company. This research results bring additional value of the previous studies regarding a firm’s key success factors and dynamic capabilities.Copyright © 2013 Polish Association for Production Management. Under the Creative Commons Attribution-NonCommercial-NoDerivs license, the author(s) and users are free to share (copy, distribute and transmit the contribution) under the following conditions: 1. they must attribute the contribution in the manner specified by the author or licensor, 2. they may not use this contribution for commercial purposes, 3. they may not alter, transform, or build upon this work.fi=vertaisarvioitu|en=peerReviewed
