Innovation challenges for SMEs

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Keyword(s):  
New Product Development ◽  
Risk Taking ◽  
Content Type ◽  
Business Partners ◽  
Competitive Edge ◽  
Pertinent Information ◽  
Key Resources ◽  
Risk Taking Behaviors ◽  
Practical Implications ◽  
Gain Access

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings Small business seeking to innovate can create valuable social capital and gain access to other key resources through positive relationships with business partners. This likewise helps develop the trust necessary to engage in risk-taking behaviors which can inspire new product development and secure a competitive edge. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Marketing and Gaelic football

2016 ◽  
Vol 32 (8) ◽  
pp. 15-17
Keyword(s):  
Market Segmentation ◽  
Design Methodology ◽  
Business Success ◽  
Market Segments ◽  
Content Type ◽  
Sports Organizations ◽  
Competitive Edge ◽  
Marketing Activities ◽  
Pertinent Information ◽  
Practical Implications

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings Market segmentation has long been acknowledged as a key component in business success. An ability to recognize and exploit disparities between different consumer segments can prove a rich source of opportunity for firms. Those able to successfully match their offerings with the requirements of specific market segments often secure and sustain a competitive edge. Segmentation strategies are critical to sports organizations as well as to more conventional industries. Sports consumers come in all shapes and sizes and no one-cap-fits-all where marketing activities are concerned. Different sports attract different consumer types. The secret is to identify the unique characteristics of each sub-group and target them accordingly. Practical implications The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

More effective business strategies for financial firms

2019 ◽  
Vol 35 (2) ◽  
pp. 22-24
Keyword(s):  
Service Sector ◽  
Mediating Effect ◽  
Business Strategies ◽  
Performance Measurement System ◽  
Content Type ◽  
Strategic Performance ◽  
Competitive Edge ◽  
Financial Firms ◽  
Pertinent Information ◽  
Practical Implications

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings Service sector companies can secure a competitive edge by using a strategic performance measurement system (SPMS) to better realize business objectives. An emphasis on strategic alignment and organizational learning generates a significant mediating effect on the SPMS–performance relationship and helps such firms better differentiate their service provision. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Creating upside in export markets

2021 ◽  
Vol 37 (3) ◽  
pp. 32-33
Keyword(s):  
New Product Development ◽  
Brand Management ◽  
Customer Relationship ◽  
Export Markets ◽  
Content Type ◽  
Management Capability ◽  
Pertinent Information ◽  
Conceptual Paper ◽  
Management Capabilities ◽  
Practical Implications

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings This conceptual paper demonstrates that a framework of four distinct higher-order dynamic marketing capabilities – namely, ambidextrous market orientation (AMO), customer relationship management capabilities (CRMC), brand management capability (BMC), and new product development capabilities (NPDC) – do serve exporters directly by boosting their performance in export markets. AMO, which is a mixture of a proactive and reactive approach to market forces, is designated as the beating heart of the wider DMC framework. Originality/value The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Towards improved firm performance

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Keyword(s):  
Corporate Entrepreneurship ◽  
Corporate Management ◽  
Business Climate ◽  
Content Type ◽  
Strategic Entrepreneurship ◽  
Pertinent Information ◽  
Management Techniques ◽  
Resources And Capabilities ◽  
Key Resources ◽  
Practical Implications

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings Conventional corporate management techniques are becoming less effective in today’s uncertain business climate. Organizations can alternatively use corporate entrepreneurship and strategic entrepreneurship to optimize deployment of key resources and capabilities as a means of improving performance. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Taking Cisco into a new era

2015 ◽  
Vol 31 (11) ◽  
pp. 1-3
Keyword(s):  
Information Technology ◽  
Design Methodology ◽  
Reading Time ◽  
Diverse Range ◽  
Business World ◽  
Content Type ◽  
New Era ◽  
Competitive Edge ◽  
Pertinent Information ◽  
Practical Implications

Purpose – This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach – This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings – One of the most predictable things about today’s business world is its unpredictability. Hence, even the largest operators have to frequently evolve to retain their competitive edge. But that’s all in a day’s work for the folks at Cisco Systems. You don’t get to be world leader in any industry for nothing. So to achieve that position in such a competitive and rapidly changing sector as technology is perhaps even more remarkable. Since its inception in late 1984, the company has been driven by a desire to, in its own words, “connect the unconnected”. Few would argue that Cisco constantly achieves this objective. This innovative firm’s diverse range of customers have successfully navigated various shifts within communications and information technology thanks to its design, manufacture and supply of different groundbreaking solutions. Practical implications – The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations. Originality/value – The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Can Shariah board characteristics influence risk-taking behavior of Islamic banks?

2019 ◽  
Vol 12 (4) ◽  
pp. 469-488 ◽  
Author(s):  
Amal AlAbbad ◽  
M. Kabir Hassan ◽  
Irum Saba
Keyword(s):  
Risk Taking ◽  
Supervisory Board ◽  
Annual Reports ◽  
Islamic Banks ◽  
Content Type ◽  
Asset Return ◽  
Board Characteristics ◽  
The Relationship ◽  
Risk Taking Behaviors ◽  
Practical Implications

Purpose The purpose of this paper is to study whether the characteristics of the Shariah Supervisory Board (SSB) can influence the risk-taking behaviors of Islamic banks. Design/methodology/approach The data on governance were collected from 70 Islamic banks’ annual reports across 18 countries for the period from 2000 to 2011 to investigate the relationship between SSB’s characteristics including size, busyness and foreign board and the Islamic banks’ risk activities. Findings The size of SSB and the proportion of busy board in SSB positively and significantly influence Islamic banks’ asset return and insolvency risks. Foreign members are more effective in monitoring banks’ Shariah compliance. Further analysis provides some evidence that most of the findings on the associations between the SSB structure and bank risk are derived from countries in the Gulf Cooperation Council where Shariah governance is ruled internally at the bank level. Practical implications There is a need for better Shariah board characteristics in place that complement with other governance mechanisms to well comprehend the main purpose of Islamic banks. Originality/value SSB board busyness and foreign characteristics appear to influence the risk-taking behaviors of Islamic banks.

Navigating the entrepreneurial quest for high export performance

2020 ◽  
Vol 36 (5) ◽  
pp. 13-15
Keyword(s):  
Risk Taking ◽  
Entrepreneurial Orientation ◽  
Export Performance ◽  
Foreign Market ◽  
Strategic Choices ◽  
Content Type ◽  
Probability Of Success ◽  
Pertinent Information ◽  
The Impact ◽  
Practical Implications

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings This research paper concentrates on the impact of entrepreneurial orientation (EO) on strategic choices when entering a foreign market. On balance the results reveal that combining all three EO trait dimensions – innovativeness, risk taking, and proactiveness – creates the best probability of success when entering a product into a new foreign market by deploying either an explorative or an exploitative product marketing strategy. Although a riskier explorative strategy is the most promising option for building longer-term competitive advantage, blending this with elements of a more conservative but growth-lacking exploitative strategy can yield synergistic benefits. Originality/value The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Effective collaboration between multiple stakeholders

2020 ◽  
Vol 37 (1) ◽  
pp. 21-24
Keyword(s):  
Product Development ◽  
New Product Development ◽  
Design Methodology ◽  
Reading Time ◽  
New Product ◽  
Multiple Stakeholders ◽  
Content Type ◽  
Pertinent Information ◽  
Collaboration Process ◽  
Practical Implications

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings Firms are increasingly partnering with multiple stakeholders to enhance new product development. The inherent diversity within such arrangements can be successfully managed when trust prevails between different partners involved. By utilizing different strategies, organizations are able to build trust and transparency throughout each stage of the collaboration process. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Risky business and the boards who play that way

2016 ◽  
Vol 32 (8) ◽  
pp. 21-23
Keyword(s):  
Risk Taking ◽  
Design Methodology ◽  
Firm Risk ◽  
Content Type ◽  
Women On Boards ◽  
Board Directors ◽  
Pertinent Information ◽  
Equity Ownership ◽  
Risky Business ◽  
Practical Implications

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings Examines data from 260 companies on the UK’s FTSE 350 market to consider the extent to which risk-taking in businesses is related to the composition of boards. Establishes that there are board attributes that are significantly related to firm risk. In particular, these boards might be small in size, have high equity ownership among executive board directors and also have high institutional investor ownership. There is some lesser evidence that a greater number of women on boards might lead to a decrease in risk-taking. Practical implications The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Managing talent development effectively

2016 ◽  
Vol 24 (3) ◽  
pp. 26-28
Author(s):  
Graham Cole
Keyword(s):  
Design Methodology ◽  
Reading Time ◽  
Talent Development ◽  
Value Added ◽  
Valuable Resource ◽  
Short Supply ◽  
Content Type ◽  
Competitive Edge ◽  
Pertinent Information ◽  
Practical Implications

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings It has almost become a cliché to state that the workforce is any company’s most importance asset. Organizations accordingly recognize the value added by highly skilled employees. Talent is perceived as being in short supply. This means that firms battle to entice individuals that will best help secure a competitive edge. Talent is a valuable resource that is widely considered unique and difficult to replicate. That much is unquestionable. Identification and development of talented employees is therefore often high on the agenda of businesses targeting sustained growth and prosperity. Practical implications The paper provides strategic insights and practical thinking that have influenced some of the world's leading organizations. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent, information and presenting it in a condensed and easy-to-digest format.

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