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.

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.

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 A Triad of Uppsala Internationalization of Emerging Markets Firms and Challenges: A Systematic Review

2021 ◽  
Vol 12 (1) ◽  
pp. 3
Author(s):  
Paul Agu Igwe ◽  
David Gamariel Rugara ◽  
Mahfuzur Rahman
Keyword(s):  
Emerging Markets ◽  
Small And Medium Enterprises ◽  
Theoretical Models ◽  
Influential Factors ◽  
Competitive Strategies ◽  
Uppsala Model ◽  
Early Internationalization ◽  
Internationalization Strategies ◽  
Medium Enterprises ◽  
Globalized World

The economic advancement of emerging markets such as China, Brazil, and India has been regarded as one of the benefits of a globalized world. This paper revisits and evaluates the Uppsala model to teases out the process, speed, determinants, and challenges of early internationalization approaches of firms in transition and emerging markets (TEMs). Applying Systematic Literature Review (SLR), this article collects, disintegrates, and categorizes previous studies, synthesizing the theoretical models to shed light on small and medium enterprises (SMEs) characteristics, behaviour, and motives to internationalise, as well as the approaches to internationalisation. This method identified 183 articles published between 2008–2018 from 84 international journals. A triad (a set of three related things) highlights the three main features of the Integrated Uppsala Model including the basic assumptions, influential factors, and competitive strategies of firms. The findings suggest that the institutional–legal environment constitutes key barriers that firms in TEMs must overcome to develop an early internationalization strategy. It appears that internationalization literature focusing on emerging markets is biased towards China. The review identifies a need for future studies to (i) focus on emerging markets firms in Africa and South America; and (ii), provide a cross-country analysis and evaluation of internationalization strategies of TEMs.

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

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>

scholarly journals Entrepreneurship of Small and Medium-Sized Enterprises in Poland in the Context of the Regions and International Activity

2019 ◽  
Vol 14 (1) ◽  
pp. 101-112
Author(s):  
Beata Glinkowska
Keyword(s):  
Strategic Alliances ◽  
Small And Medium Enterprises ◽  
The State ◽  
Foreign Direct Investments ◽  
International Activity ◽  
Synthetic Indicator ◽  
Research Gap ◽  
Medium Enterprises ◽  
Direct Trade ◽  
The Relationship

The main objective of this study was to identify the state of entrepreneurship of small and medium-sized enterprises in Poland in the context of individual regions and to try to identify the relationship between entrepreneurship and international activity, with particular focus on foreign direct investment. This goal was also chosen to inspire more researchers to fill the research gap in this respect. To achieve this goal, research was carried out, consisting of comparative analyses of existing official reports and documents regarding the state of entrepreneurship and internationalization, which would then show the activity of enterprises in relation to their revenues, investment expenditures and their internationalization. It should be mentioned that there are no compact, uniform studies regarding the relationship between entrepreneurship and internationalization of activities broken down into individual voivodships. It is definitely a research gap. For the purpose of this study, it was necessary to explain the fact that the author identified the international activity of enterprises with their internationalization and used this nomenclature interchangeably in this study. The author understands internationalization to be every activity of enterprise in relation to their various forms: from sporadic export and import contacts in an indirect way (i.e. through foreign intermediaries), to direct trade activities (direct export and import), cooperative contacts, strategic alliances and foreign direct investments (FDI). The study is not about showing what forms dominate in individual regions, but what the state of entrepreneurship is there, evaluated through the prism of such indicators as revenues per company from the SME sector in PLN million, investment outlays in PLN thousands and the so-called Synthetic indicator (WS). This action was performed to bring the following results: a comparison of the entrepreneurship of small and medium enterprises in Poland in relation to their regionalization and to draw attention to the relationship between the state of entrepreneurship and the state of internationalization.

Understanding Knowledge Management Spectrum for SMEs in Global Scenario

2020 ◽  
pp. 1589-1605
Author(s):  
Neeta Baporikar
Keyword(s):  
Knowledge Management ◽  
Intellectual Capital ◽  
Small And Medium Enterprises ◽  
Sustainable Growth ◽  
Technological Advances ◽  
Current Scenario ◽  
Physical Assets ◽  
Knowledge Intensive ◽  
Medium Enterprises ◽  
Globalized World

Knowledge that exists within organization is a sustainable source of competitive advantage. Though enormous research on knowledge management (KM) has taken place, little focus has been on KM in Small and Medium Enterprises (SMEs). Globalization of supply chains, rapid technological advances, superior returns on intellectual capital, growing importance of knowledge-intensive industries would make KM a strategic tool in the growth and success of all, especially SMEs. KM-enabled SMEs are essential for competitive and sustainable growth. Hence a judicious approach for KM in SMEs is a must in current scenario. Done by an in-depth literature review and contextual analysis, the objective of this paper is twofold - to aid researchers in recognizing and understanding KM spectrum for SMEs in a globalized world and for SMEs to reckon that success and worth of businesses depend more on intellectual capital than physical assets merely.

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