Creating Value wit Regional Communities of SMEs

2011 ◽  
pp. 115-123 ◽  
Author(s):  
Cecily Mason ◽  
Tanya Castleman ◽  
Craig Parker
Keyword(s):  
Value Creation ◽  
Small And Medium Enterprises ◽  
Knowledge Exchange ◽  
Specific Knowledge ◽  
Considerable Potential ◽  
Strategic Integration ◽  
Conceptual Argument ◽  
Regional Clusters ◽  
Medium Enterprises ◽  
Global Operations

This article provides a conceptual argument that the knowledge management (KM) approach of communities of practice (CoPs), and their virtual equivalents (VCoPs), can create value for clusters of regional small and medium enterprises (SMEs). The article firstly shows that value creation in regional clusters occurs by encouraging collective learning and reciprocal knowledge exchange. The article then shows that CoPs, and VCoPs in particular, have been the most successful value creation mechanism in large organisations. We argue that VCoPs hold considerable potential for value creation in regional clusters of SMEs by promoting innovation, more effective knowledge sharing, and recognising the value of VCoPs as capital. The strategic integration of SMEs in regional clusters is analogous to large organisations’ global operations. In this environment VCoPs combine industry-specific knowledge with firm specific knowledge and emerge as a new source of social capital.

scholarly journals Creating Value with Regional Communities of SMEs

2008 ◽  
pp. 2144-2150
Author(s):  
Cecily Mason ◽  
Tanya Castleman ◽  
Craig Parker
Keyword(s):  
Value Creation ◽  
Small And Medium Enterprises ◽  
Knowledge Exchange ◽  
Specific Knowledge ◽  
Considerable Potential ◽  
Strategic Integration ◽  
Conceptual Argument ◽  
Regional Clusters ◽  
Medium Enterprises ◽  
Global Operations

This article provides a conceptual argument that the knowledge management (KM) approach of communities of practice (CoPs), and their virtual equivalents (VCoPs), can create value for clusters of regional small and medium enterprises (SMEs). The article firstly shows that value creation in regional clusters occurs by encouraging collective learning and reciprocal knowledge exchange. The article then shows that CoPs, and VCoPs in particular, have been the most successful value creation mechanism in large organisations. We argue that VCoPs hold considerable potential for value creation in regional clusters of SMEs by promoting innovation, more effective knowledge sharing, and recognising the value of VCoPs as capital. The strategic integration of SMEs in regional clusters is analogous to large organisations’ global operations. In this environment VCoPs combine industry-specific knowledge with firm specific knowledge and emerge as a new source of social capital.

scholarly journals Effect of Entrepreneurial Marketing Dimensions on Small and Medium Enterprises Performance in Nasarawa State

2021 ◽  
Vol 4 (2) ◽  
Author(s):  
Hindu Jibril Amin ◽  
Keyword(s):  
Sample Size ◽  
Value Creation ◽  
Risk Taking ◽  
Business Performance ◽  
Small And Medium Enterprises ◽  
Critical Role ◽  
Entrepreneurial Marketing ◽  
Explanatory Variables ◽  
Research Population ◽  
Medium Enterprises

Entrepreneurial Marketing (EM) Dimensions play a critical role in small and medium enterprises (SMEs) performance. The extant study explored the effect of EM dimensions on the performance of SMEs operating within Nasarawa State, Nigeria. EM was conceptualized as innovativeness, risk-taking, and value creation. The research population was 1979 registered SMEs in Nasarawa state, Nigeria. The sample size was 322 which was determined using Raosoft sample size calculator. Out of 322 sets of questionnaire distributed, 136 were validly filled and returned. The data collected were analyzed using Regression Analysis technique to test the study’s hypotheses using Statistical Product and Service Solutions software. Results specify that all three of the EM dimensions under study have significant effect on SME performance. In terms of contribution to the model, the explanatory variables were able to contribute 62.1 percent to the variable of interest (SME performance). On individual basis, innovativeness explained the most to the criterion variable. The findings of this study offer important insights for owners and managers of SMEs, researchers, and policymakers to further understand the effects of EM dimensions on SMEs’ performance. SMEs should be encouraged to embrace the entrepreneurial dimensions of innovativeness, risk taking, and value creation to increase business performance.

Factors Driving Value Creation in Online B2B Banking

2013 ◽  
Vol 21 (2) ◽  
pp. 51-71 ◽  
Author(s):  
Jung-Yu Lai ◽  
Khire Rushikesh Ulhas ◽  
Ching-Tsung Lin ◽  
Chorng-Shyong Ong
Keyword(s):  
Value Creation ◽  
User Satisfaction ◽  
Financial Services ◽  
Small And Medium Enterprises ◽  
Business Environment ◽  
Banking Services ◽  
Scant Attention ◽  
Online Business ◽  
Medium Enterprises ◽  
Business To Business

In today’s highly competitive business environment, online business-to-business (B2B) banking services offer efficient, reliable, securable, and convenient financial services for customers. However, research has paid scant attention to quantifying the value of online B2B banking and identifying the factors that drive it from the employees’ perspective. Hence, this study explores value creation in online B2B banking in terms of user satisfaction, individual impacts, and organizational impacts by incorporating technological, organizational, and environmental forces. The results based on a survey of 178 respondents collected from Taiwanese Small and Medium Enterprises (SMEs) strongly support the contention of the study that technological, organizational, and environmental forces really drive value creation in online B2B banking in terms of user satisfaction, individual impacts, and organizational impacts. These findings and the proposed research model may be helpful to managers when implementing online B2B banking, and valuable for researchers who are developing related theories.

scholarly journals Service Management as a Means to Organizational Assimilation of ICT: A Case Study

2018 ◽  
Vol 7 (1) ◽  
pp. 19
Author(s):  
Roberto Osorno Hinojosa ◽  
Lucinio González Sabaté ◽  
Antoni Olivé i Tomàs
Keyword(s):  
Service Management ◽  
Small And Medium Enterprises ◽  
Knowledge Exchange ◽  
Information And Communications Technology ◽  
Organizational Intervention ◽  
Organizational Assimilation ◽  
Learning Barriers ◽  
Medium Enterprises ◽  
Service Factors

Information and Communications Technology (ICT) is essential in the development and competitiveness of Small and Medium Enterprises (SMEs). Its assimilation for better use appears as a recurring theme in the academic literature. Learning has been identified as a means of assimilating ICT in organizations. Learning and intensive knowledge exchange are components of service, according to Service Dominant Logic (S-D logic). The goal of our work is to understand how an organization learns to use ICT in an environment influenced by service management. To accomplish this, we present a case study of a Mexican SME, which has applied service management principles and shows ICT assimilation based on learning processes. The contribution of our research is the identification of service factors, which may be related to the reduction of learning barriers. The identified relationship has allowed us to propose an organizational intervention model that helps ICT assimilation in SMEs.  

Entrepreneurship and Enterprise Value Creation in Support of Smart, Sustainable, and Inclusive Growth in the European Union

2017 ◽  
pp. 268-292
Author(s):  
Julia S. Stefanova ◽  
Zachary Wenner
Keyword(s):  
European Union ◽  
Value Creation ◽  
Global Financial Crisis ◽  
Small And Medium Enterprises ◽  
Monitoring And Evaluation ◽  
Inclusive Growth ◽  
The European Union ◽  
Environmentally Sustainable ◽  
The Global Financial Crisis ◽  
Medium Enterprises

In 2010, the European Union codified “Smart, Sustainable, and Inclusive Growth” (SSIG) as part of the Europe 2020 Strategy. Introduced in the context of the global financial crisis, SSIG seeks to restore economic resiliency and foster a more equitable, innovative and environmentally sustainable European economy. The research evaluates the processes of entrepreneurship through which small and medium enterprises (SMEs) contribute to SSIG, including through “innovation-driven entrepreneurship,” “sustainable entrepreneurship” and “social entrepreneurship.” The research additionally assesses the creation of an enabling regulatory and fiscal environment for these modes of value creation, their associated socio-economic outcomes and their monitoring and evaluation practices.

scholarly journals Analyzing the drivers of sustainable value creation, partnership strategies, and their impact on business competitive advantages of small & medium enterprises: a PLS-model

2021 ◽  
Vol 2 (13 (110)) ◽  
pp. 55-66
Author(s):  
Ni Luh Putu Hariastuti ◽  
Pratikto Pratikto ◽  
Purnomo Budi Santoso ◽  
Ishardita Pambudi Tama
Keyword(s):  
Value Creation ◽  
Structural Equation ◽  
Manufacturing Industry ◽  
Small And Medium Enterprises ◽  
Critical Phenomenon ◽  
Sustainable Manufacturing ◽  
Production Equipment ◽  
Equation Modeling ◽  
Sustainable Value ◽  
Medium Enterprises

Sustainable manufacturing is a critical phenomenon in the process of creating sustainable value. This is a way to increase innovation and resource quality. On the other hand, the partnership strategy is an important factor in efforts to improve company performance. The involvement of the partnership strategy is one of the factors that strengthen the achievement of sustainable values. Furthermore, this affects the sustainability of a manufacturing company's competitiveness, including Small and Medium Enterprises (SMEs). In this study, we focus on creating sustainable value and the role of partnership strategies in improving the business performance of SMEs engaged in the metal manufacturing industry. The Partial Least Squares (PLS) approach to Structural Equation Modeling (SEM) is used to evaluate relationships and effects based on survey data from small and medium industries. The results show that the creation of sustainable value, including products, processes, production, equipment, organization, and human values, has a significant impact (β=0.522; ρ<0.001) on increasing the competitiveness of small and medium enterprises. The effect of sustainable value creation on sustainable competitiveness is fully moderated by the partnership strategy (β=0.179; ρ=0.03), especially in the technology & equipment, and human resources. Apart from being a moderating variable, the partnership strategy has also been shown to significantly act as a partial mediating variable (β=0.135; ρ<0.05) for sustainable value creation in enhancing competitiveness. The partnership strategy's simultaneous involvement proves that the partnership strategy plays an important role in value creation to increase the competitiveness of sustainable manufacturing SMEs

Factors Driving Value Creation in Online B2B Banking

2014 ◽  
pp. 159-179
Author(s):  
Jung-Yu Lai ◽  
Khire Rushikesh Ulhas ◽  
Ching-Tsung Lin ◽  
Chorng-Shyong Ong
Keyword(s):  
Value Creation ◽  
User Satisfaction ◽  
Financial Services ◽  
Small And Medium Enterprises ◽  
Business Environment ◽  
Banking Services ◽  
Scant Attention ◽  
Online Business ◽  
Medium Enterprises ◽  
Business To Business

In today's highly competitive business environment, online business-to-business (B2B) banking services offer efficient, reliable, securable, and convenient financial services for customers. However, research has paid scant attention to quantifying the value of online B2B banking and identifying the factors that drive it from the employees' perspective. Hence, this study explores value creation in online B2B banking in terms of user satisfaction, individual impacts, and organizational impacts by incorporating technological, organizational, and environmental forces. The results based on a survey of 178 respondents collected from Taiwanese Small and Medium Enterprises (SMEs) strongly support the contention of the study that technological, organizational, and environmental forces really drive value creation in online B2B banking in terms of user satisfaction, individual impacts, and organizational impacts. These findings and the proposed research model may be helpful to managers when implementing online B2B banking, and valuable for researchers who are developing related theories.

Entrepreneurship and Enterprise Value Creation in Support of Smart, Sustainable, and Inclusive Growth in the European Union

2017 ◽  
pp. 825-849
Author(s):  
Julia S. Stefanova ◽  
Zachary Wenner
Keyword(s):  
European Union ◽  
Value Creation ◽  
Global Financial Crisis ◽  
Small And Medium Enterprises ◽  
Monitoring And Evaluation ◽  
Inclusive Growth ◽  
The European Union ◽  
Environmentally Sustainable ◽  
The Global Financial Crisis ◽  
Medium Enterprises

In 2010, the European Union codified “Smart, Sustainable, and Inclusive Growth” (SSIG) as part of the Europe 2020 Strategy. Introduced in the context of the global financial crisis, SSIG seeks to restore economic resiliency and foster a more equitable, innovative and environmentally sustainable European economy. The research evaluates the processes of entrepreneurship through which small and medium enterprises (SMEs) contribute to SSIG, including through “innovation-driven entrepreneurship,” “sustainable entrepreneurship” and “social entrepreneurship.” The research additionally assesses the creation of an enabling regulatory and fiscal environment for these modes of value creation, their associated socio-economic outcomes and their monitoring and evaluation practices.

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