Handbook of Research on Strategic Management in Small and Medium Enterprises

2014 ◽  
Keyword(s):  
Strategic Management ◽  
Small And Medium Enterprises ◽  
Medium Enterprises

Kewirausahaan (Entreprenuership) Berbasis Manajemen Strategik bagi Wirausaha Baru di Kecamatan Kebayoran Lama Utara, Jakarta Selatan

2018 ◽  
Vol 1 ◽  
pp. 333
Author(s):  
Sintha Wahjusaputri ◽  
Ahmad Faisal Siregar
Keyword(s):  
Strategic Management ◽  
Community Organization ◽  
Small And Medium Enterprises ◽  
Group Discussion ◽  
Family Welfare ◽  
Start Up ◽  
Work Community ◽  
New Business ◽  
Medium Enterprises ◽  
Creativity And Innovation

Entrepreneurship (entrepreneurship) is a process of applying creativity and innovation in solving problems and finding opportunities to improve life (business and work). Community service activities are focused on small and medium enterprises (SMEs) built by PKK through UP2K in Kebayoran Lama Utara sub-district, in the form of food culinary, clothing, transportation and new business (start-up company). Business people as many as 30 people from various businesses. Methods used: (1) Survey; (2) Focus Group Discussion (FGD); (3) Briefing (Community Organization); (4) Community Development; (5) Learning Methods; and (6) Advocacy. The findings obtained are: (1) nine out of 10 organizations failed to realize SMEs due to no rest; (2) there are 5% of participants who understand the strategic plan; (3) 60% of organizations do not have realization budgets. The objectives of entrepreneurship based on strategic management are: (1) achievement of family economic effort improvement through group / individual business, so as to increase income and family welfare; (2) enhancing the capabilities and qualities of new entrepreneurs; (3) increasing knowledge, skills and skills for new entrepreneurs; (4) fostering groups of community or pre-cooperative economic enterprises in order to improve the family and community economy. Strategic management-based entrepreneurship is expected to promote effective and efficient SMEs for new entrepreneurs.

scholarly journals Information Technology Governance and Islamic Business Ethics as Factors Influencing Information Technology Adoption

2020 ◽  
Vol 55 (4) ◽  
Author(s):  
Hadri Kusuma ◽  
Muafi ◽  
Hendy Mustiko Aji
Keyword(s):  
Information Technology ◽  
Business Ethics ◽  
Strategic Management ◽  
Information Technologies ◽  
Small And Medium Enterprises ◽  
Equation Modeling ◽  
Technology Governance ◽  
Intention To Adopt ◽  
Islamic Business Ethics ◽  
Medium Enterprises

This paper is aimed at investigating the factors that affect the intention to adopt information technology in Micro, Small, and Medium Enterprises of Batik in Pekalongan, Central Java, Indonesia. Besides, this paper also examines the moderation impact of Islamic Strategic Management on the intention of adopting information technologies at Batik micro, small, and medium enterprises. Using the purposive sampling method, questionnaires of 152 respondents were obtained and used in this study. The data is analyzed using Structural Equation Modeling. The test results evidence that the intention to adopt information technologies at Batik small and medium enterprises in Pekalongan is affected significantly by information technologies governance and Islamic Strategic Management. However, this study also found that Islamic Business Ethics does not have a significant influence on the intention to adopt information technologies. Besides, this study concludes that Islamic strategic management does not have a significant impact on moderating the intention of adopting information technologies. This study recommends future research to examine the indirect effect of Islamic business ethics, information technologies governance, and intention to adopt information technologies.

A Conceptual Framework for Assessing the Use of Strategic Management Accounting in Small and Medium Enterprises

2015 ◽  
Vol 35 (1) ◽  
pp. 45-54 ◽  
Author(s):  
Abolfazl Amanollah Nejad Kalkhouran ◽  
Siti Zaleha Abdul Rasid ◽  
Saudah Sofian ◽  
Bahareh Hossein Nezhad Nedaei
Keyword(s):  
Strategic Management ◽  
Conceptual Framework ◽  
Small And Medium Enterprises ◽  
Management Accounting ◽  
Strategic Management Accounting ◽  
Medium Enterprises

Strategic Management Overview and SME in Globalized World

2014 ◽  
pp. 22-39 ◽  
Author(s):  
Neeta Baporikar
Keyword(s):  
Strategic Management ◽  
Small And Medium Enterprises ◽  
Recent Decade ◽  
International Perspective ◽  
Management Research ◽  
Research Gap ◽  
Stark Contrast ◽  
Medium Enterprises ◽  
Globalized World

Small and Medium Enterprises (SMEs) play an important role in each economy. Some of them even became market leaders from an international perspective. This stands in stark contrast to the fact that scientific and strategic management research up to date has only rudimentarily covered the field of strategic management of SMEs. Globalization is not a trend, a fad, or an isolated phenomenon. It is an inescapable force. If anticipated and understood, it is a powerful opportunity. If not, it can swiftly destroy businesses and drown organizations. Meanwhile the concern for globalization and its effect on SMEs has grown tremendously over the recent decade. Hence, strategic management becomes critical and deserves more attention due to the threats and opportunities globalization exposes and offers SMEs to at the same time. This chapter intends to make a contribution to this research gap by means of raising the question whether strategic management is feasible and/or necessary for SMEs, identifying suitable concepts of strategic management and their applicability for SMEs so that they can maintain their independence and at the same time blossom to their fullest extent.

scholarly journals The status of strategic planning in Small and Medium Enterprises: Priority of afterthought?

2012 ◽  
Vol 5 (1) ◽  
pp. 34 ◽  
Author(s):  
Corrinne Thompson ◽  
Maria Bounds ◽  
Geoff Goldman
Keyword(s):  
Strategic Management ◽  
Small And Medium Enterprises ◽  
Structured Interviews ◽  
Strategy Formulation ◽  
Strategy Formation ◽  
The Status ◽  
Qualitative Descriptive ◽  
The Difference ◽  
Medium Businesses ◽  
Medium Enterprises

<p>Small and medium enterprises (SMEs) are faced will many challenges, and the development of a sound strategy for the SME could define how these challenges are met which, in turn, could mean the difference between success or failure of the enterprise. If a sound strategy is major contributing factor to the success of a small business, but the evidence of sound strategic management (as taught in universities and business schools) is not present in successful SME’s, one could question the way strategic management is conceptualised. The study thus aims to gather a greater understanding of strategic management – and strategy formulation practices in particular – within SME’s. The study employed a qualitative, descriptive design with semi-structured interviews conducted with 12 SME owners in Gauteng. Findings reveal that the majority of participants were in favour of and supported the notion of having a strategy for small and medium enterprises, but none of them made reference to a formal process regarding strategy formation.</p><p><strong>Key words:</strong> Strategy; strategy formulation, small and medium businesses; planning; qualitative research</p>

scholarly journals Pengamatan Lingkungan Pengelolaan Pasar Tradisional di Kabupaten Sumedang

2019 ◽  
Vol 9 (1) ◽  
pp. 31
Author(s):  
Arip Rahman Sudrajat ◽  
Asep Sumaryana ◽  
Raden Ahmad Buchari ◽  
Tahjan Tahjan
Keyword(s):  
Strategic Management ◽  
Social Environment ◽  
Small And Medium Enterprises ◽  
Working Environment ◽  
Street Vendors ◽  
Cultural Aspects ◽  
Traditional Markets ◽  
External Analysis ◽  
Market Management ◽  
Medium Enterprises

<pre><em>This research is about observing the environment in managing Traditional Markets in Sumedang Regency. Problems involving external analysis are characterized by a lack of representation of facilities and infrastructure and limited storage of work documents, while internal analysis is characterized by assigning tasks to employees that are not based on the competencies of each employee. The theory used refers to the stages in strategic management that refer to one element of the four basic elements of strategic management, namely environmental observation. The method in this study uses a qualitative approach. The results showed that in the external analysis aspect carried out by the Department of Cooperatives, Small and Medium Enterprises, Trade and Industry of Sumedang Regency, not yet fully able to analyze the external conditions, namely the work environment and social environment in the Cooperative, Small and Medium Enterprises, Trade and Industry Sumedang Regency is to be used as a strength or carrying capacity in the implementation of strategic management of Traditional Market management in Sumedang Regency, marked by facilities and infrastructure to support a limited working environment and social environment that still leaves social problems from the weak handling of garbage and placement of street vendors. While internal analysis on cultural aspects must be improved in terms of employee work discipline and human resource competencies must be improved according to work completion requirements.</em><em></em></pre>

Strategic approaches in Australian SMEs: Deliberate or emergent?

2012 ◽  
Vol 18 (1) ◽  
pp. 98-122 ◽  
Author(s):  
Retha Wiesner ◽  
Bruce Millett
Keyword(s):  
Strategic Management ◽  
Empirical Research ◽  
Firm Size ◽  
Small And Medium Enterprises ◽  
Business Plan ◽  
Strategic Thinking ◽  
Tertiary Institutions ◽  
Medium Enterprises ◽  
Strategy Making

AbstractThe aim of this paper is to determine whether Australian SMEs could be characterised as ‘deliberate’ or ‘emergent’ in their strategic approaches. More specifically, surveying 1230 Australian SMEs, this paper focuses on answers to the following questions: What is the nature and prevalence of strategic practices in Australian SMEs? and to what extent does firm size differentiate the patterning and prevalence of strategic practices? The findings add to the little empirical research showing the principal activities and tools that comprise the strategic practices undertaken in Australian SMEs. Overall, and in both small and medium enterprises respectively, strategic thinking and action seem to be undertaken with the use of a framework of a written business plan which is in line with the ‘deliberate’ approach; however few sophisticated strategy making techniques were employed. Researchers and practitioners may find it valuable to develop tools that will naturally suit SME firms so that these tools can be of more value. Academics and tertiary institutions will be well advised to develop strategic management courses which also specifically focus on more emergent approaches designed for smaller firms including specially developed techniques and tools that are less time-consuming and expensive to use and more suited to smaller firms. This would enable SMEs to expand the range of strategy making tools they employ.

Strategic approaches in Australian SMEs: Deliberate or emergent?

2012 ◽  
Vol 18 (1) ◽  
pp. 98-122 ◽  
Author(s):  
Retha Wiesner ◽  
Bruce Millett
Keyword(s):  
Strategic Management ◽  
Empirical Research ◽  
Firm Size ◽  
Small And Medium Enterprises ◽  
Business Plan ◽  
Strategic Thinking ◽  
Tertiary Institutions ◽  
Medium Enterprises ◽  
Strategy Making

AbstractThe aim of this paper is to determine whether Australian SMEs could be characterised as ‘deliberate’ or ‘emergent’ in their strategic approaches. More specifically, surveying 1230 Australian SMEs, this paper focuses on answers to the following questions: What is the nature and prevalence of strategic practices in Australian SMEs? and to what extent does firm size differentiate the patterning and prevalence of strategic practices? The findings add to the little empirical research showing the principal activities and tools that comprise the strategic practices undertaken in Australian SMEs. Overall, and in both small and medium enterprises respectively, strategic thinking and action seem to be undertaken with the use of a framework of a written business plan which is in line with the ‘deliberate’ approach; however few sophisticated strategy making techniques were employed. Researchers and practitioners may find it valuable to develop tools that will naturally suit SME firms so that these tools can be of more value. Academics and tertiary institutions will be well advised to develop strategic management courses which also specifically focus on more emergent approaches designed for smaller firms including specially developed techniques and tools that are less time-consuming and expensive to use and more suited to smaller firms. This would enable SMEs to expand the range of strategy making tools they employ.

scholarly journals Influence of Emergent Strategic Management Mode on Performance of Small and Medium Enterprises in Machakos Town, Kenya

2019 ◽  
Vol 4 (5) ◽  
Author(s):  
Truphena Nyang'ara Osinde ◽  
Robert Arasa ◽  
Jacinta Munyiva Kinyili
Keyword(s):  
Strategic Management ◽  
Small And Medium Enterprises ◽  
Opportunity To Learn ◽  
Skills Training ◽  
Management Mode ◽  
Accurate Information ◽  
Management Skills ◽  
Parametric Test ◽  
Emergent Strategy ◽  
Medium Enterprises

The objective of the study was to investigate influence of emergent strategic management mode on performance (sales) of SMEs in Machakos Town, Machakos County. Descriptive research design was employed to ensure a complete description of the situation of SMEs performance in Machakos town. The target population was 16,399 licensed SMEs in Machakos Town.These SMEs where grouped into eight categories.Using stratified random sampling method,a sample of 390 respondents was selected from the target population.Data was collected using questionnaires design to obtain accurate information from respondents. Collected data was analyzed using both qualitative and quantitative techniques. Due to non-normality and non-homogeneity of the dependent variable,a non-parametric test (Mann-Whitney U test) was prefered instead of a parametric test (t-test).Under this test,the data was categorized into low users of each strategy and high users of each strategy.  The findings were presented using tables, figures, pie charts and graphs.The  results indicated that SMEs which applies emergent strategy practices tend to have higher performance.Thus we conclude that emergent strategy practices positively influence performance of SMEs in Machakos Town. The study findings help SMEs strengthen their operations to ensure that the SMEs have a  competitive edge to match their counterparts across other counties. The  study recommends the need to have owners/managers of the small and medium enterprises undertake basic business and management skills training. Training the senior managers give opportunity to learn strategic management skills which will be valuable in their daily operations.

Strategic Management Overview and SME in Globalized World

2015 ◽  
pp. 266-283
Author(s):  
Neeta Baporikar
Keyword(s):  
Strategic Management ◽  
Small And Medium Enterprises ◽  
Recent Decade ◽  
International Perspective ◽  
Management Research ◽  
Research Gap ◽  
Stark Contrast ◽  
Medium Enterprises ◽  
Globalized World

Small and Medium Enterprises (SMEs) play an important role in each economy. Some of them even became market leaders from an international perspective. This stands in stark contrast to the fact that scientific and strategic management research up to date has only rudimentarily covered the field of strategic management of SMEs. Globalization is not a trend, a fad, or an isolated phenomenon. It is an inescapable force. If anticipated and understood, it is a powerful opportunity. If not, it can swiftly destroy businesses and drown organizations. Meanwhile the concern for globalization and its effect on SMEs has grown tremendously over the recent decade. Hence, strategic management becomes critical and deserves more attention due to the threats and opportunities globalization exposes and offers SMEs to at the same time. This chapter intends to make a contribution to this research gap by means of raising the question whether strategic management is feasible and/or necessary for SMEs, identifying suitable concepts of strategic management and their applicability for SMEs so that they can maintain their independence and at the same time blossom to their fullest extent.

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