Strategic Research and Performance of SMEs'

Authors

  • Theo J. B. M. Postma University of Groningen
  • Peter S. Zwart University of Groningen

Abstract

The aim of this article is to outline a rich/holistic conceptual framework  with regard to strategy and performance in SMEs. The conceptual research model consists of the following building blocks; the internal environment and distinctive competencies,  the external environment and critical success factors, the sustainable competitive advantages and the strategic conditions, and the owner/manager. The mutual relationships  of  these  building blocks and their relationship with performance  are discussed   In this w. we expect to obtain a better (theoretical and practical)  insight in the strategic behavior of SMEs.

References

Ansoff, H. A. (1965). Corporate strategy: An analytical approach to business policy for growth and expansion. New York: McGraw-Hill.

Atkins, M., & Lowe, J. (1994). Stakeholders and the strategy formation process in small and medium enterprises. International Small Business Journal, 12(3), 12-24.

Bamberger, I. (1994). Prod uct/market strategies of small and medium-sized enterprises. Aldershot: Avebury. This book is published by Avebury (publisher) : place is Aldershot; country is England

Barney J. B. ( 1997). Gain ing and sustain ing competitive advantage. Reading, Mass.: Add ison Wesley.

Bood, R. P., & Postma, T. J. B. M. (1997). Strategic learning with scenarios. European Management Journal, 1 5(6), 633-647.

Boone, C., de Brabander, B & Van Witteloostu ijn, A. (1995). Het adaptatievermogen van organ isaties. Maandblad voor Accountancy en Bedri jfseconom ie, 69(11), 690-705.

Borch, 0. J., Huse, M. & Senneseth, K. (1999). Resource configuration, competitive strategies, and corporate entrepreneurship: An empirical examination of small firms. Entrepreneurship Theory and Practice, 24( I ), 49-70.

Burgelman, R. A. (1991). lntraorgan izational ecology of strategy making and organizational adaptation: Theory and field research. Organization Science, 2(3), 239-262.

Bijmolt, T., & Zwan, P. S. ( 1994). The impact of internal factors on the expon success of Dutch small and medium-sized firms. Journal of Small Business Management, 32(2), 69- 83.

Chand ler, A. D. ( 1962). Strategy and structu re. Cambridge, Mass.: MIT-press.

Chaston, I., & Mangles, T. (1997). Core capabilities as predictors of growth potential in small manufacturing firms. Journal of Small Business Management, 35(1), 47-57.

Covin, J. G., & Slevin, D. P. (1990). New venture strategic posture, structure, and performance: An industry l ife cycle analysis. Journal of Business Venturing, 5(2), 123- 135.

Chrisman, J., Bauerschmidt, A., & Hofer, C. W. (1998). The determ inants of new venture performance: An extended model. Entrepreneurship Theory and Practice, 23( I ), 5-29.

Daily, C. M., & Dalton, D. R. (1994). Corporate governance in the small firm: Prescriptions for CEO'S and directors. Journal of Small Business Strategy, 5(1), 57-68.

Dean, T. J., Brown, R. L., & Bamford, C. E. (!998). Differences in large and small firm responses to environmental context: Strategic implications from a comparative analysis of business formations. Strategic Management Journal, 19(8), 709-728.

Dess, G. G., Lumpkin, G. T., & Covin, J. G. (1997). Entrepreneurial strategy making and firm performance: Tests of contingency and configurational models. Strategic Management Journal, 18(9), 677-695.

Dess, G. G., Lumpkin, G. T., & McGee, J. E. (1999). Linking corporate entrepreneur-ship to strategy, structure, and process: Suggested research directions. Entrepreneurship Theory and Practice, 23(3), 85-102.

Dierickx, I., & Cool, K. (!997). Asset stock accumu lation and sustainability of competitive advantage. In: N.J. Foss, Resources Firms and Strategies. Oxford: Oxford University press, 1 61-172.

Flamholz E.G., & Aksehirli z. (2000). Organizational success and failure: An empirical test of a holistic model. European Management Journal, 18(5), 488-498.

Fletcher, D., & Hardill, I. ( 1 995). Value-adding competitive strategies: A comparison of clothing SMEs case studies in France and Great Britain. International Small Business Journal, 14(!), 33-52.

Ganner, W. B., Star, J. A., & Bhat, S. ( 1998). Predicting new venture survival: An analysis of "anatomy of a stan-up." Cases from Inc. Magazine. Journal of Business Venturing, .11(2), 215-232.

Gibb, A., & Scott, M. ( 1985). Strategic awareness, personal commitment and the process of planning in the small business. Journal of Management Studies, 22(6), 597-629.

Gibb, A., & Davies, L. (!990). In pursuit of frameworks for the development of growth models of the small business. International Small Business Journal, 9( 1), 15-3I .

Gomes-Casseres, B. ( 1997). Alliance strategies of small business. Small Business Economics, 9(1 ), 33-44.

Grant, R. M. (1991, Spring). The resource-based theory of competitive advantage: Implications for strategy formulation. Cal ifornia Management Review, 33(3), 114-135.

Grant, R. M. (1995). Contem porary strategy analysis, Oxford: Blackwell.

Haahti, A. J. (1989). Entrepreneurs' Strategic Orientation: Modeling Strategic Behavior in Small Industrial Owner-managed Firms (thesis). Helsinki: The Helsinki School of Economics and Business Adm inistration.

Haleblian, J., & Finkelstein, S. (1993). Top management team size, CEO dominance, and firm performance: The moderating roles of environmental turbulence and discretion. Academy of Management Journal. 36(4), 844-863.

Hin, M., & Tyler, B. (1991). Strategic decision models: Integrating different perspectives. Strategic Management Journal, 12(5), 327-351.

Hurst, D. K. (I986). Why strategic management is bankrupt. Organizational Dynam ics,. 11(2), 4-27.

Huse, M. (1994). Board-management relations in small firms: The paradox of simultaneous independence and interdependence. Small Business Econom ics, 6(1), 55-72.

Kamann, D. J. (1998). Research on industry dynamics analyzed from a network perspective. In: A.G.Woodside (Ed.), Advances in Business Marketing and Purchasing, 8, (Handbook of Industrial Marketing Research), Greenwich: JAi Press.

Lasher, W. R. (1999). Strategic thinking for smaller businesses and divisions. Oxford: Blackwell.

Love, J. H., Stephen, F. H., & Paterson, A. A. (1995). Business strategies and the small professional finn: Evidence from the conveyancing market. Small Business Economics. 1(6), 457-468.

Mahoney, J. T., & Pandian, J. R. ( 1992). The resource-based view within the conversation of strategic management. Strategic Management Journal, 1 3(5), 363-380.

Miller, D. (1981). Toward a new contingency approach: The search for organ izational gestalts. Journal of Management Studies, 18(I ), 1-26..

Mintzberg, H. (1989). Mintzberg on management. London: Free Press.

Mintzberg, H. (1990). The design school: Reconsidering the basic premises of strategic management. Strategic Management Journal, 1 1(3), 171-195.

Mintzberg, H. (1994). The rise and fall of strategic planning. New York: Prentice Hall. Nooteboom, B. (1994). Innovation and diffusion in small firms: Theories and evidence. Small Business Economics, 6(5), 327-346.

Nooteboom, B. ( 1996). Trust, opportunism and governance: A process and control model. Organization Studies, 17(6), 985-1 010.

Nooteboom, B. ( I 999). Inter-Firm Alliances. London: Routledge.

Olson, P. D., & Bokor, D. W. (1995, January). Strategy process-content interaction: Effects on growth performance in small, start-up firms. Journal of Small Business Management, 33(1 ), 34-44.

Pelham A. M., & Wilson, D. T. (I996). A longitudinal study of the impact of market structure, firm structure, strategy, and market orientation culture on dimensions of small­ firm performance. Journal of the Academy of Marketing Science, 24(1), 27-43.

Porter, M. E. (1985). Com petitive advantage. New York: Basic Books.

Ring, P. S., & Van de Ven, A.H. (1992). Structuring co-operative relationships between organizations. Strategic Management Journal, 13(7), 483-498.

Risseeuw, P., & Masure!, E. (1994). The role of planning in small firms: Em pirical evidence from a service industry. Small Business Economics, 6(4), 313-322.

Roper, S. (1998). Entrepreneurial characteristics, strategic choice and small business performance. Small Business Economics, 1 1(1), I 1-24.

Sandberg, W. R., & Hofer, C. W. (1987). Im proving new venture performance: The role of strategy, industry structure, and the entrepreneur. Journal of Business Venturing, 2( I ), 5- 28.

Snuif, H. R., & Zwart, P. S. (l994a). Model ing new venture development as a path of configurations. Proceed ings of the 39'" ! CBS World Conference, Straatsburg, Frankrijk, 263-274.

Snuif, H. R., & Zwart, P. S. (1994b). Strategische besluitvorming in het MKB, een procesmodel. Maandblad voor Accountancy en Bedri jfseconom ie, 68(5), 264-274.

Snu if, H. R., & Zwart, P. S. (1994c). Strategische besluitvorming in het M KB, een typologie van bedrijven. Maandblad voor Accountancy en Bedri jfseconom ie, 68(6), 336-345.

Snuif, H. R., & Zwart, P. S. (1998). Small Firms as Configurations of Structural, Strategic, Environmental and Individual Characteristics: an Em pirical Validation. paper Groningen.

Van der Heijden, K. ( 1996). Scenarios: The art of strategic conversation. Chichester: Wiley.

Van Gils, A. E. J. (2000). Cooperative behavior in small and medium-sized enterprises: The role of strategic alliances (thesis). Rijksuniversiteit Groningen.

Wemerfelt, B. (1984). Resource-based view of the firm. Strategic Management Journal, 5(2), I 71 -180.

Zwart, P. S. & Van der Werf, J. E. ( 1996). Een analyse van ondememingsplannen terondersteuning van regionaal econom isch MKB-beleid. Maandblad voor Accountancy en Bedrijfseconom ie, 70(5), 250-260.

Downloads

Published

2001-06-23

Issue

Vol. 12 No. 2 (2001)

Section

Articles

License

The Journal of Small Business Strategy (the “Publisher”) and the Author(s) agree as follows:
 
1.Author(s) hereby grant to Publisher all right, title, and interest in and to the Work, including copyright to all means of expression by any method now known or hereafter developed, including electronic format. If Publisher does not publish the Work within two (2) years of the Effective Date, copyright shall revert back to the Author. Publisher agrees to always credit Author(s) as the author(s) of the Work.
 
2.Publisher hereby grants Author a royalty-free, limited license for the following purposes, provided the Work is always identified as having first been published by Publisher.
    •The right to make and distribute copies of all or part of the Work for use in teaching;
    •The right to use all or part of the material contained in the Work in a book by the Author(s), or in a collection of the Author(s)’s work;
    •The right to use and distribute the Work internally at the Author(s)’s place of employment, and for promotion and any other non-commercial purposes;
    •The right to use figures and tables from the Work for any purpose;
    •The right to make presentations of material from the Work;
    •The right to use and distribute the Work on the Author(s)’s Web site and on the Author(s)’s university’s institute repository;
Such license shall be effective when the Work is first published in the Journal of Small Business Strategy.
 
3.The Author(s) represents and warrants that the Work: (a) is the Author(s)’s original work and that Author(s) has full power to enter into this agreement; (b) does not infringe the copyright or property right of another; (c) contains no materials which is obscene, libelous, defamatory or violates another’s civil right, right of privacy, or is otherwise unlawful; and (d) has not been previously published, in whole or in part. Author(s) shall indemnify and hold Publisher harmless against loss or expenses arising from breach of any such warranties.

How to Cite

Strategic Research and Performance of SMEs’. (2001). Journal of Small Business Strategy (archive Only), 12(2), 52-64. https://libjournals.mtsu.edu/index.php/jsbs/article/view/479