I. Chaston, B. Badger, T. Mangles and E. Sadler‐Smith
The role of organisational learning in knowledge acquisition for competitive advantage is increasingly found in the literature. Various researchers have used qualitative, single…
Abstract
The role of organisational learning in knowledge acquisition for competitive advantage is increasingly found in the literature. Various researchers have used qualitative, single firm case studies to validate a relationship between learning, knowledge and firms exhibiting strong market performance. There is, however, limited empirical evidence on the relative importance of the learning style and management systems required to support the effective marketing of knowledge‐based services. The Internet is an excellent research tool to empirically assess the possible relationships between learning style, knowledge systems and revisions in operational practices. A survey of small UK accountancy practices was undertaken to acquire data on learning style, knowledge systems and market performance. The results and their implications in relation to organisations’ use of the Internet are discussed and proposals are presented for further research.
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I. Chaston, B. Badger, T. Mangles and E. Sadler‐Smith
Organisational learning is increasingly being mentioned in the literature as a mechanism for assisting the market performance of small firms. There exists, however, limited…
Abstract
Organisational learning is increasingly being mentioned in the literature as a mechanism for assisting the market performance of small firms. There exists, however, limited empirical evidence on either the benefits conferred by organisational learning and the learning systems utilised to manage the process. A survey of small UK manufacturing firms was undertaken to acquire data on whether a relationship exists between learning style and the competencies exhibited by organisations. The survey also sought to determine the nature of learning systems used by small manufacturing firms. The results suggest that as firms move from a lower‐level to a higher‐level learning style, this is accompanied by competence enhancement that can contribute to improving organisational capability. It also appears that a higher‐level learning style is accompanied by the adoption of a more formalised learning system inside the organisation. The implications of these findings are discussed and proposals presented on the needs for further research.
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Alicia Rubio and Antonio Aragón
A central goal of strategic management is to understand why some organizations outperform others. Based on the literature, we test the links among strategic resources, firm’s…
Abstract
A central goal of strategic management is to understand why some organizations outperform others. Based on the literature, we test the links among strategic resources, firm’s strategic orientation, and performance using data from 1,201 Spanish small and medium‐sized enterprises. The results can guide managers to invest in the appropriate resources since there is evidence that technology, innovation, quality, and human resource management leads to better company performance. It is also shown how strategic resources varies according to strategic orientation.
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P.F. Atrill, T. Mangles and E.J. McLaney
The relative accuracy of profit forecasts was analysed for six firms of brokers. ANOVA was used to look first at performance across industrial sectors, then between industries…
Abstract
The relative accuracy of profit forecasts was analysed for six firms of brokers. ANOVA was used to look first at performance across industrial sectors, then between industries. Individual broker's forecasts were significantly different in accuracy on the first measure and in general levels of accuracy between industries in the second. When a consensus forecast was calculated this always performed worse than the best individual.
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Mr. LEVENSTEIN, the President of the Society of Chemical Industry, in his address delivered at Liverpool recently, dealt very fully with the question of the commercial position of…
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Mr. LEVENSTEIN, the President of the Society of Chemical Industry, in his address delivered at Liverpool recently, dealt very fully with the question of the commercial position of Great Britain as compared with other countries, more especially Germany, and emphasised the fact that if this country is to compete successfully with her contemporaries she must, to use the words of the Prince of Wales at the Gúildhall, “wake up.” After reviewing the chief factors making for Germany's advance in industry and commerce Mr. LEVENSTEIN says: “How are we to defend ourselves? Shall we rest content as we are or bestir ourselves and awake to the irresistible fact that continued apathy and indifference mean ruin to our national position?” This is strong language but not stronger than the occasion demands, for the statistics by which these observations are backed clearly indicate a marked decadence in the national prosperity notwithstanding the years of apparent “record” trade, which, however, cannot be regarded so favourably when subjected to detailed analysis and comparison. Mr. LEVENSTEIN'S suggestions to meet this situation are as follows: (1) The appointment of a competent and expert Minister of Commerce. (2) The nationalisation and extension of our canals and waterways. (3) A measure for greatly extending and improving our secondary education. (4) A sensible reform of our patent laws.
Paul Harrigan, Elaine Ramsey and Patrick Ibbotson
Relationship marketing principles have seldom been applied to the small‐ and medium‐sized enterprise (SME). The purpose of this paper is to develop what is a striking link by…
Abstract
Purpose
Relationship marketing principles have seldom been applied to the small‐ and medium‐sized enterprise (SME). The purpose of this paper is to develop what is a striking link by investigating the role of internet technologies in the customer relationship management of SMEs based in Northern Ireland (NI).
Design/methodology/approach
This study took an exploratory outlook and a quantitative approach to data collection was adopted. A self‐completion questionnaire was distributed by post to a sample of 300 SMEs in NI. A response rate of 18.6 per cent was obtained.
Findings
The findings of this study illustrate that SMEs are implementing fundamental electronic customer relationship management (e‐CRM) practices and reaping the benefits from internationalisation. Challenges are few, but centre on a preference for face‐to‐face relationships and a lack of government support.
Research limitations/implications
It is hoped that this exploratory research has laid the foundation for further examination of e‐CRM in the SME context. Future studies should be able to replicate the process in other countries and on a larger scale. The potential also exists for in‐depth qualitative research.
Practical implications
The paper concludes that e‐CRM may have to move on to a more strategic and integrated level if SMEs in NI are to compete, both locally and globally.
Originality/value
This exploratory research has shed some light on the marginalised subject of e‐CRM in SMEs. For SMEs operating in a peripheral economy such as NI the benefits to be gained from e‐CRM are lucrative.
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Adopting an entrepreneurial orientation is accepted as strategy through which to improve the performance of small firms. The management of innovation literature indicates that…
Abstract
Adopting an entrepreneurial orientation is accepted as strategy through which to improve the performance of small firms. The management of innovation literature indicates that firms seeking to survive in rapidly changing and/or highly competitive markets are being advised to consider participating in business networks. By combining these two concepts it is hypothesised that four different marketing styles may exist; namely conservative/transactional, conservative/network orientated, entrepreneurial/transactional and entrepreneurial/network orientated firms. A survey of small manufacturing firms was undertaken in an attempt to determine whether these four marketing styles exist. The survey revealed that high growth entrepreneurial firms tend to participate in business networks. Membership of a network confers the benefit of increasing the level of organisational learning. Additionally it was concluded that higher levels of competence were found for entrepreneurial/network orientated organisations. The implications of these findings are discussed in relation to Government small firms support policies.
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This paper aims to consider the methods used by publicly supported business advisers to assess their client businesses. These business advisers are increasingly required to…
Abstract
Purpose
This paper aims to consider the methods used by publicly supported business advisers to assess their client businesses. These business advisers are increasingly required to diagnose the problem or opportunities that face their clients before recommending types of business support.
Design/methodology/approach
The study reports semi‐structured interviews with 39 business advisers, from accountants to publicly funded Business Link business advisers.
Findings
The study suggests that one of the key to understanding the way in which advisers assess businesses is through congruence, that is does the business reflect the aims and objectives of the management in its operations and processes. Failure to be congruent can deliver error messages to advisers that suggest a problem diagnosis.
Practical implications
Business advice is shown to be a process that involves judgemental decision making. In turn, this may enable advisers to focus on solutions to these identified problems.
Originality/value
This paper builds on a significant gap in the extant knowledge on the processes of making diagnosis of business problems in a holistic manner.
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Ian Chaston, Beryl Badger and Eugene Sadler‐Smith
Over the last two decades the UK Government has massively expanded support for SME sector firms. Two important elements of this expansion have been the funding of intervention by…
Abstract
Over the last two decades the UK Government has massively expanded support for SME sector firms. Two important elements of this expansion have been the funding of intervention by commercial consultants and the provision of training schemes covering start‐ups, owner‐manager development and employee skills acquisition. Argues that a fresh approach is required which ensures embedding of the concept that firms should be more self‐responsible and continually strive to find ways of enhancing their performance. This view then permits one to posit the idea that the introduction of organisational learning into the SME sector is a highly attractive proposition. However, the majority of espoused theory is based on application of the concept in large firms moreover, there is very limited empirical research that supports the fundamental assumption that organisational learning contributes towards enhancing performance. Research to determine whether identifiable relationships exist between the performance of the firm, the learning mode of the organisation and organisational competence does not provide clear statistically significant relationships and further work is clearly needed. A grounded theory approach was adopted for developing an organisational learning programme for small firms. Preliminary results indicate the approach offers significant advantages over the classic, external intervention driven support models currently in common use among TECs and business links.
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Paul Harrigan, Elaine Ramsey and Patrick Ibbotson
Relationship marketing principles have seldom been applied to the small‐ and medium‐sized enterprise (SME). The purpose of this paper is to develop what is a striking link by…
Abstract
Purpose
Relationship marketing principles have seldom been applied to the small‐ and medium‐sized enterprise (SME). The purpose of this paper is to develop what is a striking link by presenting empirical evidence on the role of internet technologies in the customer relationship management activities of Irish SMEs. More specifically, this is a comparative study investigating electronic‐customer relationship management (e‐CRM) in international and domestic firms. The nature and role of e‐CRM is assessed, the strategies behind e‐CRM delineated, and the ensuing benefits and challenges revealed.
Design/methodology/approach
The paper has an exploratory outlook and a quantitative approach to data collection is adopted to facilitate broad classification in an under researched area. A self‐completion questionnaire is distributed to a sample of 1,445 SMEs. A response rate of 20 per cent is obtained, providing 286 usable responses. Univariate and bivariate analyses were performed using SPSS.
Findings
The findings of this paper confirm that SMEs are implementing fundamental e‐CRM practices. Those firms serving international markets tend to place greater emphasis on e‐CRM and are reaping greater benefits. Benefits range from enhanced customer service, reduced business cost, increased sales, and improved profitability. Challenges are few, but centre on a preference for face‐to‐face relationships and a lack of government support.
Practical implications
It is hoped that this exploratory research has laid the foundation for further examination of e‐CRM in the SME context. Future research will add explanation through in‐depth qualitative methods, while the potential exists to replicate the study in other countries. The authors conclude that e‐CRM can and must move on to a more strategic and integrated level if SMEs in Ireland are to compete both locally and globally.
Originality/value
This paper has shed light on the marginalised subject of e‐CRM in SMEs. For SMEs operating in a peripheral economy such as Ireland, the benefits to be gained from e‐CRM are lucrative. SMEs viewing their market beyond national borders are using e‐CRM to achieve a range of business benefits. The quantitative methodology adopted has provided an exploratory, yet solid, insight into an important area for academics and practitioners.