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Article
Publication date: 15 November 2022

Yasmine YahiaMarzouk and Jiafei Jin

This study aims to investigate the impact of environmental scanning on organizational resilience through the mediation of organizational learning and innovation based on…

907

Abstract

Purpose

This study aims to investigate the impact of environmental scanning on organizational resilience through the mediation of organizational learning and innovation based on organizational information processing theory (OIPT) within Egyptian small and medium enterprises (SMEs) during the COVID-19 pandemic.

Design/methodology/approach

This study adopted a cross-sectional design to collect the data used to carry out mediation analysis. A self-administered questionnaire was used to collect data from a sample consisting of 249 Egyptian SMEs. The smart partial least square structural equation modeling (PLS-SEM) technique was adopted to test the hypotheses.

Findings

Environmental scanning does not have a direct effect on organizational resilience. However, organizational learning and innovation fully mediate the relationship between environmental scanning and organizational resilience.

Research limitations/implications

The sample size was small, covering only Egyptian manufacturing SMEs. The results may differ in the service sector and other countries. The study was cross-sectional which is limited to tracing the long-term effects of environmental scanning, organizational learning and innovation on organizational resilience. Accordingly, a longitudinal study may be undertaken.

Practical implications

Managers in Egyptian SMEs should use signals from environmental scanning activities as input for learning and transforming business processes through innovation to develop organizational resilience.

Originality/value

This study is the first to investigate the role of environmental scanning in building organizational resilience through organizational learning and innovation based on the perspective of OIPT within Egyptian SMEs during the COVID-19 crisis.

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Article
Publication date: 16 April 2024

Girish Prayag, Lucie K. Ozanne and Mesbahuddin Chowdhury

Grounded in dynamic capabilities theory, this study aims to examine how dynamic capabilities and a transactive memory system (TMS) can build the resilience of service…

407

Abstract

Purpose

Grounded in dynamic capabilities theory, this study aims to examine how dynamic capabilities and a transactive memory system (TMS) can build the resilience of service organizations and improve their financial performance. Limited studies examine the link between a TMS and organizational resilience.

Design/methodology/approach

The authors test a theoretical model on a sample of 350 UK service firms that were impacted by the COVID-19 pandemic and analyze the data using partial least square structural equation modeling.

Findings

Results highlight the positive effects of a TMS and dynamic capabilities on organizational resilience. Only a TMS and organizational resilience have direct positive effects on financial performance.

Originality/value

To the best of the authors’ knowledge, this is the first study to ascertain the influence of a TMS on organizational resilience in service firms following adversity.

Details

Journal of Services Marketing, vol. 38 no. 4
Type: Research Article
ISSN: 0887-6045

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Article
Publication date: 27 June 2008

H. Kostakis, C. Sarigiannidis, B. Boutsinas, K. Varvakis and V. Tampakas

This paper aims to present a methodology for activity‐based costing, which combines simulation modeling and association rule mining, one of the core data‐mining techniques. The…

1668

Abstract

Purpose

This paper aims to present a methodology for activity‐based costing, which combines simulation modeling and association rule mining, one of the core data‐mining techniques. The objective of the proposed methodology is to deal with the problem of defining cost drivers.

Design/methodology/approach

Activity‐based costing uses the output produced by the simulation of cost drivers as inputs. As opposed to the integration of the ABC technique with simulation modeling, the possibility of estimating an empirical distribution of the simulated cost drivers does not exist in the proposed methodology. This is achieved with the use of data‐mining techniques and is based on the proposition that, if an association is found between a cost driver, whose estimation or calculation is time‐consuming, and another cost driver, which can easily be estimated or calculated, then the latter can lead to the estimation or calculation of the former.

Findings

The extracted association rules correspond to existing dependencies between the cost drivers.

Originality/value

The paper presents a combined methodology to deal with the problem of defining cost drivers in activity‐based costing. An example of the proposed methodology in healthcare is also presented.

Details

International Journal of Accounting & Information Management, vol. 16 no. 1
Type: Research Article
ISSN: 1834-7649

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Article
Publication date: 4 October 2019

Klaus North, Nekane Aramburu and Oswaldo Jose Lorenzo

The purpose of this paper is to provide guidance to SMEs to sense and seize digitally enabled growth opportunities as well as start a project-based learning process to transform…

4758

Abstract

Purpose

The purpose of this paper is to provide guidance to SMEs to sense and seize digitally enabled growth opportunities as well as start a project-based learning process to transform the organization in order to remain competitive in turbulent environments.

Design/methodology/approach

The proposed framework is nurtured from a dynamic capabilities approach as well as from digital transformation studies and mitigates shortcomings of existing frameworks on IT-enabled business transformation. A pilot study has also been carried out for testing the proposed framework.

Findings

The results of the pilot study show that the framework is well understood by SME owners or managers and contributes to a comprehensive perception of digitalization challenges and potentials. The overall maturity level of the 52 companies analyzed is moderate. Firms are better at “sensing” than “seizing”, that is, at identifying digitally based growth opportunities than in profiting from them. The test of the proposed framework also contributes to its further adjustment and refinement.

Practical implications

The developed framework is useful for owners and managers of SMEs as a self-assessment of digital maturity. It sets a baseline regarding the current position and supports coordinated initiatives for digitally enabled growth.

Originality/value

Few frameworks regarding digital maturity have been developed. Most of them lack a sound theoretical foundation and are less suited to the needs of SMEs. There are few studies on digitalization in SMEs and they are not focussed on capabilities development but mostly on processes (Trung Pham 2010; Blatz et al., 2018; Mittal et al., 2018). Therefore, the originality of this paper is to propose a framework that allows SMEs to assess their digital maturity level and the capabilities associated with each level to enhance digitally enabled growth, contributing to expand the research on the relationship between dynamic capabilities and digitalization (Teece, 2017).

Details

Journal of Enterprise Information Management, vol. 33 no. 1
Type: Research Article
ISSN: 1741-0398

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Article
Publication date: 3 November 2021

Saad Zighan and Salomée Ruel

The business environment is increasingly volatile, complex, uncertain and ambiguous. Today, COVID-19 represents a super-disruption situation. This paper aims to explore small and…

1531

Abstract

Purpose

The business environment is increasingly volatile, complex, uncertain and ambiguous. Today, COVID-19 represents a super-disruption situation. This paper aims to explore small and medium-sized enterprises’ (SMEs’) resilience from continuous improvement lenses. It explores the role of continuous improvement in building organizational resilience across SMEs.

Design/methodology/approach

A Delphi methodology has been adopted to capture evidence and opinions from 38 experts from several Jordan-based SMEs through three-online rounds.

Findings

The study finds that continuous improvement enhances SMEs’ resilience in the short term and long term. It can translate the concept of resilience into tangible working constructs for SMEs in visualizing and making decisions about their risks, adapting, absorbing changes and prevailing over time. The role of continuous improvement in building organizational resilience is fourfold; continuous improvement is a cyclical process; it has a vital cultural aspect and can be considered a business philosophy. It also emphasizes a holistic change approach based on small but constant changes. However, SMEs’ leaders must consider several issues for effective continuous improvement, including a continuous improvement culture and a results-focused approach.

Originality/value

Organizational resilience has been studied across various contexts; however, there are still unanswered questions for SMEs’ resilience. This study contributes to theory and practice by examining the role of continuous improvement in SMEs’ resilience.

Details

Journal of Entrepreneurship in Emerging Economies, vol. 15 no. 2
Type: Research Article
ISSN: 2053-4604

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Article
Publication date: 16 March 2023

Maja Due Kadenic and Torben Tambo

Agile project management methods are on the rise compared to linear approaches. The demand for the demonstrable resilience of enterprise processes is likewise strongly increasing…

1261

Abstract

Purpose

Agile project management methods are on the rise compared to linear approaches. The demand for the demonstrable resilience of enterprise processes is likewise strongly increasing in many domains. This paper explores the potential contribution of agility within the domain of agile project management to the resilience of the operating model of an organization.

Design/methodology/approach

The article builds upon case studies and semi-structured interviews at selected larger Danish enterprises.

Findings

Responding to disruptions favors adaptive and flexible approaches, which are more achievable with agile methods. By exploring the patterns of agility and resilience throughout case studies, the authors derive at a 7-step approach for considering the potentials of agility to ensure the resilience of the operating model from the top level of leadership to the foundational level of technology.

Research limitations/implications

This article seeks to contribute to a more profound understanding of the impact, potential and actionability of agile project management in the light of operational resilience.

Practical implications

It is demonstrated that agile methods are attractive for ensuring the constitutive elements of the resilience of the operating model in terms of conscious contingencies and choices involving (rapid) changes.

Social implications

During the COVID-19 period, agility has been a key instrument in ensuring business survival, e.g. by switching markets, products or sales channels.

Originality/value

Agility has the potential to build a strategic dimension of resilience, a synergistic relationship, which is linked to the responsiveness of an organization to change promptly, with a view toward renewal and transformation.

Details

International Journal of Managing Projects in Business, vol. 16 no. 3
Type: Research Article
ISSN: 1753-8378

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Article
Publication date: 11 August 2021

Seok-Young Oh and Sehwa Kim

This study aims to investigate how the inter-organizational learning (inter-OL) of small and medium enterprises (SMEs) promote intra-organizational learnings (intra-OL) and how…

1091

Abstract

Purpose

This study aims to investigate how the inter-organizational learning (inter-OL) of small and medium enterprises (SMEs) promote intra-organizational learnings (intra-OL) and how inter- and intra-OL jointly promote organizational innovation in the Korean electronics industry. This study also examines the moderating effect of organizational dynamism.

Design/methodology/approach

A unique theoretical model shows how inter-OL promotes organizational innovation through intra-OL, knowledge flows and stocks. Data was collected from 201 SMEs in the Korean electronics industry and analyzed by structural equation modeling.

Findings

The findings show that inter-OL directly and indirectly influences innovation. Inter-OL promotes both knowledge flows and stocks, but the only feedforward flows influence innovation through knowledge stocks while feedback flows directly influence innovation. Additionally, the study finds an indirect effect of inter-OL on knowledge stocks and a strong direct effect on innovation when dynamism is high. Intra-OL activities fully mediate between inter-OL and innovation when dynamism is low.

Research limitations/implications

This study uses single informants to measure all constructs. Future studies should use multiple informants.

Practical implications

This study shows that OL in SMEs is shaped by internal processes and external collaborations. Maintaining a connection with various external knowledge sources and creating collaborative opportunities to share learning experiences is critical to innovation.

Originality/value

This study is the first to empirically examine the relationship between inter- and intra-OL activities within a conceptual framework. The study provides a strategic view of how to facilitate OL activities considering the degree of organizational dynamism.

Details

Journal of Knowledge Management, vol. 26 no. 5
Type: Research Article
ISSN: 1367-3270

Keywords

Available. Open Access. Open Access
Article
Publication date: 11 August 2021

Shehnaz Tehseen, Fatema Johara, Hussam Al Halbusi, Md Asadul Islam and Fadi Abdel Muniem Abdel Fattah

The purpose of this study is to examine the perceptions of Malaysian and Bangladeshi retail small- and medium-sized enterprise (SME) business owners on the key elements of…

4669

Abstract

Purpose

The purpose of this study is to examine the perceptions of Malaysian and Bangladeshi retail small- and medium-sized enterprise (SME) business owners on the key elements of business growth.

Design/methodology/approach

The construct measurements have all been taken from previous research studies. The data were gathered from retail SMEs in Malaysia and Bangladesh in order to evaluate entrepreneurs' perception towards the essential elements of a business performance. Structural equation modeling (SEM) with PLS technique, specifically Smart-PLS Version 3.2.4, was used to accomplish the study's objectives and analyze the measurements, as well as the structural model.

Findings

According to the findings, Malaysian and Bangladeshi SMEs have different perspectives toward the dimensions of their business performance. For example, Malaysian retail SME owners consider business growth and financial results to be the most important aspects of their success. Retailers consider financial performance to be less critical than non-financial performance when it comes to their business's success. Owners of Bangladeshi retail SMEs, on the other hand, see efficiency relative to competition and that non-financial performance is the key component to achieving business success. In the sense of Bangladeshi SMEs, market development and financial results are seen as less significant in attaining success.

Research limitations/implications

Since this research was only conducted in Malaysia and Bangladesh, it did not cover a large number of countries. The sample size was limited; therefore, the findings of this study cannot be applied to the entire population of Malaysian and Bangladeshi retail SMEs due to the non-probability sampling technique.

Practical implications

The findings of this study show that entrepreneurs or business owners in the retail sector in Malaysian and Bangladeshi SMEs view the attributes of their business performance differently.

Originality/value

This study adds to the rising context of entrepreneurship by examining SME owners' perception of main business performance dimensions in the scope of Asian retail SMEs.

Details

Rajagiri Management Journal, vol. 17 no. 2
Type: Research Article
ISSN: 0972-9968

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Article
Publication date: 12 December 2019

Thomas Hardwig, Stefan Klötzer and Margarete Boos

This paper aims to understand the current state and challenges of deploying collaborative applications in small- and medium-sized enterprises (SMEs) in Germany.

733

Abstract

Purpose

This paper aims to understand the current state and challenges of deploying collaborative applications in small- and medium-sized enterprises (SMEs) in Germany.

Design/methodology/approach

A survey of 101 SMEs in Germany showed how intensively collaborative applications are used today and the positive and negative effects associated with their use. Analyses proved correlations between the use of collaborative applications, the need for cooperation within SMEs and the effects and benefits of their use.

Findings

The company representatives surveyed reported a positive balance of their pro and con experiences with collaborative applications. The use of collaborative applications closely interacts with work-related demands: the more complex the requirements of joint action, the broader the benefits and challenges are of their use. The data also revealed three gaps between demand of cooperation and use of specific applications, supporting the argument that implementation of collaborative applications is challenging for SMEs. A successful use requires major changes in work systems and culture of the company.

Research limitations/implications

The data of the survey are not representative of the population of SMEs in Germany.

Originality/value

These empirical findings contribute a unique as well as substantive view of today’s state of digitalisation of project communication and management within SMEs, specifically their deployment of collaborative software.

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Book part
Publication date: 10 December 2018

Monica Murphy, Felicity Kelliher and Denis Harrington

This chapter explores the perceived impact of strategic learning plans on growth-focussed small service firms from the owner-manager’s (OM) perspective. Adopting a social learning…

Abstract

This chapter explores the perceived impact of strategic learning plans on growth-focussed small service firms from the owner-manager’s (OM) perspective. Adopting a social learning lens, the study employs the action research method, involving three cycles performed over a 12-month period wherein the authors studied the co-created design and implementation of a strategic learning plan in each of the three participant firms. Findings present insights into the ways in which firms that wish to grow can be facilitated to learn strategically. A contextualised approach involving OMs in both design and implementation resulted in openness to the formal planning process. Notably, OMs may impede growth depending on their learning orientation, planning perspective, and their ability to delegate tasks. Over time, the OMs honed their reflective skills to the benefit of organic learning strategies. There was a distinct preference for social learning, and a perceived need for external monitoring to sustain plan momentum. The proposed framework offers a process for embedding a strategic learning approach in order to leverage strategic position. It also highlights the value of considering and evaluating OM perceptions of their own learning activities and the impact that these perceptions may have on the enactment of enabling policies to promote growth in their firms.

Details

Creating Entrepreneurial Space: Talking Through Multi-Voices, Reflections on Emerging Debates
Type: Book
ISBN: 978-1-78756-372-8

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