Search results

The purpose of this paper is to identify the main factors influencing agri-food small and medium enterprises (SMEs) participation in business networks and to evaluate the impacts of these factors on network structure and the ensuing competitive strategy.

The study is articulated in four main steps. First, a critical literature review is conducted concerning the main approaches to firm competitive advantage and the role of stakeholder relationships. Then, three research questions are formulated and discussed in the light of two case studies describing the implementation of an innovative contractual solution in Italy (i.e. business network contracts). Finally, based on these findings, a set of more general “propositions” are stated and included in a provisional conceptual model that schematically depicts an integrated vision of the antecedents and mechanisms influencing SMEs business network structure and competitive strategy.

The study results pointed out the opportunity to adopt an integrated approach, combining resource-based view and stakeholder causal scope approaches. The provisional conceptual model proposed illustrates the role of both external and internal resources and relational constructs to shaping network structure and competitive strategy.

The study’s contribution is twofold. First, the empirical study shed light on opportunities and limits of two business networks with different backgrounds, approaches and outcomes towards value creation. Second, the conceptual framework proposed advances our understanding and knowledge of the factors and mechanisms influencing SMEs business network structure and competitive strategy.

This paper reviews the academic contributions that have emerged to date on the broad definition of farm-level management information systems (MISs). The purpose is twofold: (1) to identify the theories used in the literature to study the adoption of digital technologies and (2) to identify the drivers of and barriers to the adoption of such technologies.

The literature review was based on a comprehensive review of contributions published in the 1998–2019 period. The search was both automated and manual, browsing through references of works previously found via high-quality digital libraries.

Diffusion of innovations (DOIs) is the most frequently used theoretical framework in the literature reviewed, though it is often combined with other innovation adoption theories. In addition, farms’ and farmers’ traits, together with technological features, play a key role in explaining the adoption of these technologies.

So far, research has positioned the determinants of digital technology adoption mainly within the boundaries of the farm.

On the practical level, the extensive determinants’ review has potential to serve the aim of policymakers and technology industries, to clearly and thoroughly understand adoption dynamics and elaborate specific strategies to deal with them.

This study’s contribution to the existing body of knowledge on the farm-level adoption of digital technologies is twofold: (1) it combines smart farming and existing technologies within the same category of farm-level MIS and (2) it extends the analysis to studies which not only focus directly on adoption but also on software architecture design and development.

The purpose of this paper is to provide an organizing lens for viewing the distinct contributions to knowledge production from those research communities addressing the impact of competitive strategy on company performance in general, and the influence of cost leadership and differentiation strategy on organizational performance in detail.

The research methodology was based on the PRISMA review, and thematic analysis based on an iterative process of open coding was analyzed and then the sample was analyzed by illustrating the research title, objectives, method, data analysis, sample size, variables and country.

The main factor that influenced the competitive strategy is strategic growth; strategic growth has a significant influence on competitive strategy. Furthermore, competitive strategy will boost firm network, performance measurement and organization behavior. In the same way, the internal goal factor will enhance organizational effectiveness. Also, a differentiation strategy will support management practice factors, strategic positions, product price, product characteristics and company performance.

This study contributes to the literature by identifying a framework of competitive strategy factors, company performance factors, cost leadership strategy factors, differentiation strategy factors and competitive strategy with global market factors. This study provides a complete picture and description of the resulting body knowledge in competitive strategy and organizational performance.