Benchmarking currency risk management practices of small and medium enterprises

Abstract Understanding the schemes of Small and Medium Enterprises (SME’s) managerial capability is becoming important aspects today. Implementing proper strategies and internal policy may create a significant change in SME’s performance. Total Quality Management (TQM) has been being a one of specific measurement on organizational performance. This research was proposed to understand the factor that can affect the TQM’s performance in SME’s by identifying the two factors that can change it. Based on the recent studies, the developed model was employed PLSSEM to analyze the data by total respondent 95 respondent consist of owner and manager. The sample was taken in the area of Sasirangan SME’s in Banjarmasin, Kalimantan Selatan province, Indonesia. Sasirangan is a local fabric developed by its ancestor. The population of Sasirangan SME’s was huge in amount. The results of these studies indicate that both motivation and employee performance can increase the TQM in the SME’s which one of them has a more significant effect. The complete description of finding in this research will be discussed in this research.

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Editorial

Ushus - Journal of Business Management ◽

10.12725/ujbm.35.0 ◽

2016 ◽

Vol 15 (2) ◽

pp. v-vi

Author(s):

Dr S Hanuman Kennedy

Keyword(s):

Sustainable Development ◽

Resource Management ◽

Human Resource Management ◽

Human Resource ◽

Food Quality ◽

Food Processing ◽

Management Practices ◽

Small And Medium Enterprises ◽

Strategic Human Resource Management ◽

Medium Enterprises

This issue largely focuses on the topics related to general management. The first article on ‘Impact of Innovative Strategic Human Resource Management Practices on the Performance of Small and Medium Enterprises’– A Case Study of Karnataka by B.K.Sathyanarayana and Nawal Kishor aims at evaluating the application and implementation of Strategic Human Resource Management (SHRM) practices for Small and Medium Enterprises (SMEs) and to examine its impact on organisational performance. Six hundred & forty SMEs in and around the Bangalore District from both Manufacturing and Services Sector responded to the various Strategic Human Resource Management drivers and organizational drivers and it was inferred that there exists a positive significant correlation between these variables. The next article on sustainable development best management practices in the food processing industry by Uma CS, Basavaraj & Prasanna Joshi attempts to study sustainable development that involves issues like organic farming, food safety and food quality. This paper highlights on the concept of green food system and the approach of good agricultural practices (GAP) which is a new concept that stresses on international quality standards, concerns and commitments about food production, food safety and security, environment sustainability of agriculture. Quality management is equally important in the food industry. Food processing is a capital intensive, water consuming and a polluting industry. Therefore this paper also studies the management practices in this industry to reduce water wastage, ensuring food quality so the concept of green growth can be achieved. It also throws light on the various Governmental laws and regulations passed to control pollution and ensure food quality and health of the people.

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Model for assessing the success of SMEs in the internacionalization process

Acta Universitatis Agriculturae et Silviculturae Mendelianae Brunensis ◽

10.11118/actaun201058060245 ◽

2010 ◽

Vol 58 (6) ◽

pp. 245-252

Author(s):

Lea Kubíčková ◽

Aleš Peprný ◽

Šárka Nováková

Keyword(s):

Risk Management ◽

Success Factors ◽

Small And Medium Enterprises ◽

Evaluation Model ◽

Internationalization Process ◽

Key Factors ◽

Simple Method ◽

Key Success Factors ◽

Simple Evaluation ◽

Medium Enterprises

The paper deals with evaluating the success of small and medium-sized companies in internationalization process. The process of internationalization is defined in the literature in a many ways; there is a countless variety of different approaches and models of internationalization process of firms. Like all processes in the firm also the internationalization process is accompanied by risks. For risk management it is important to know what the key factors of success are in the international arena. In this article is presented a simple evaluation model that could be used by SMEs to determine not only how strong are they compared to competitors, but also at what level are their key success factors in the process of internationalization. The aim was to find a simple method to help small and medium enterprises to assess their situation in the field of internationalization and to help them identify their strengths and weaknesses in this area. Proposed simple evaluation model has the graphic output from which it can be seen in which areas the company is doing well in internationalization process and in what areas is doing badly – then there is room for further improvement. Creating the model it was essential to divide the various factors into several groups and further evaluation to determine the range by which SMEs can quantify the level of success in internationalization process. Before the model was constructed it was necessary to collect data among small and mid-sized firms, and to process the outputs of the survey. After confirmation or to rejection of the certain hypotheses key success factors of SMEs in the internationalization process were selected and these factors were then aggregated into 4 groups. The model was then applied to data obtained from a survey of 40 SMEs and in the paper there are presented specific examples of graphical output of the model for the best and worst rated company. Authors are aware that the model is simple and has its limits, there is the need of much more work and the authors foresee further modifications of this model.

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Implementing strategic responses in the COVID-19 market crisis: a study of small and medium enterprises (SMEs) in India

Journal of Indian Business Research ◽

10.1108/jibr-04-2021-0137 ◽

2022 ◽

Vol ahead-of-print (ahead-of-print) ◽

Author(s):

Guydeuk Yeon ◽

Paul C. Hong ◽

Elangovan N. ◽

Divakar G. M.

Keyword(s):

Emerging Economies ◽

Management Practices ◽

Small And Medium Enterprises ◽

Performance Outcomes ◽

Future Research ◽

Strategic Responses ◽

Content Type ◽

Study Results ◽

Medium Enterprises

Purpose The COVID-19 pandemic presents unprecedented challenges for small and medium enterprises (SMEs) in emerging economies. This paper aims to examine how India's SMEs implement their strategic responses in this crisis. Design/methodology/approach The study uses dynamic capability theory to explore the strategic responses of SMEs. Strategy implementation theory helps to explain how they implement innovative practices for outcomes. A research model defines the COVID-19 challenges, strategic responses and performance outcomes. The study reports the findings of an initial pilot study of 75 firms and follow-up case study results in the context of COVID-19. Findings Firms choose their approaches according to their perceived market risks. Case studies illustrate that firms display diverse attitudes depending on their strategic direction, leadership vision and organizational culture. They achieve different outcomes by implementing specific styles of risk management practices (e.g. risk-averting, risk-taking and risk-thriving). Research limitations/implications Although the study context is Indian SMEs, the findings suggest meaningful lessons for other emerging economies in similar crisis events. The propositions may be extended to future research in broad contexts. Practical implications Even in the extraordinary COVID-19 market crisis, SMEs with limited resources display their strategic potential by recognizing their unique capabilities, translating them into effective actions and achieving desirable outcomes. Social implications In the COVID-19 pandemic, top leaders' mental attitude, strategic perspective and routine practices are contagious. Positive leadership motivates both internal and external stakeholders with an enormous level of collaboration. Originality/value This rare study of Indian SMEs provides a theoretical framework for designing a pilot survey and conducting a case study of multiple firms. Based on these findings, testable propositions are articulated for future research in diverse organizational and national contexts.

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