Search results

Considers how to research small and medium‐sized enterprise (SME) entrepreneurs’ decision making in the context of their own environment, in order to reach some in‐depth understanding of such phenomena. Previous work has called for the use of more appropriate methods for understanding and assessing SME management decision making. The discussion takes account of the characteristics of SME entrepreneurs, academic researchers’ approach to carrying out research and the contribution that can be made by consultant researchers with experience of SMEs. A research design incorporating the contribution of all three parties (entrepreneurs; academics; practitioner consultants) is described, detailing the research process in action. Finally the advantages of such a research design is illustrated.

The purpose of this paper is to distinguish different types of sustainable digital entrepreneurs (SDEs) and explore their approaches toward enhancing organizational resilience.

Investigation of entrepreneur characteristics using Grounded Theory methodology; 12 semi-structured telephone interviews with (owner-)managers of digital-resilient small and medium-sized enterprises (SMEs) and start-ups in Germany; adaptation of a sustainability-digitalization-matrix for initial clustering; investigation of reoccurring patterns (within and between clusters) through variable-oriented content analysis; application of the capability-based conceptualization of organizational resilience for synthesis and extension.

First, the authors present a new typology of SDEs, including descriptions of the four main types (Process-Oriented System Thinker, Unconventional Strategist, Dynamic Visionary and Success-Oriented Opportunist). Second, the authors propose a conceptual framework with six success factors of organizational resilience. The framework accentuates the influence of SDEs on organizational culture and the macro-environment.

Digital sustainability and resilience are emerging management principles. The insights gained will allow (future) entrepreneurs to perform a self-assessment and replicate approaches toward enhancing SME resilience; for example, governing the co-creation of an organizational culture with a strong integrative view on sustainability and digitalization.

SMEs are characterized by high vulnerability and a reactive response to the disruptions caused by sustainability crises and digitalization. Blending sustainable and digital entrepreneurship at a micro-level, the authors identified the success factors underpinning organizational resilience that are associated with the characteristics of four types of SDEs.

The purpose of this paper is to investigate the influence of entrepreneurs’ social competence (SC) on small and medium-sized enterprise (SME) performance.

Primary data of 250 manufacturing SMEs were collected through a survey method. The influence of SC on performance was tested using structural equation modelling (SEM).

Overall, the findings suggest that SC dimensions have a positive influence on SME performance in terms of nonfinancial perspective. More clearly, the findings show that out of five dimensions of SC, which include social adaptability, social perception, social expressiveness, persuasiveness and impression management; social perception, persuasiveness and impression management have direct effect on customer perspective; persuasiveness, social expressiveness and social adaptability have a direct influence on internal business processes and social adaptability, social perception, impression management and social expressiveness are directly related with learning and growth. Contrary to expectations though, social perception and social adaptability were significantly and negatively associated with internal business processes and customer perspective, respectively, while there was no significant correlation between social expressiveness, persuasiveness and impression management with customer perspective, business processes and learning and growth in that order.

The current study affirms that SMEs managed by entrepreneurs and managers who possess high levels of SC, may have a better performance compared to those operated by entrepreneurs with low levels of SC. This justifies a need for SME entrepreneurs and managers to work hard to improve their SC capabilities.

This study is pertinent and unique because, it extensively examines each of the five dimensions of SC in relation to nonfinancial indicators of SME performance. Besides, the study also provides additional evidence of the impact of SC on SME performance by suggesting that entrepreneurs who are socially competent are more likely to own highly successful ventures.

The purpose of the study is to investigate the stressors faced by migrant entrepreneur-managers of small and medium-sized enterprises (SMEs) during the COVID-19 pandemic, as well as their resilience strategies for reviving their businesses.

This study employs a qualitative research design based on grounded theory. Semi-structured interview questionnaire was used for one-to-one interviews with 20 migrant entrepreneur-managers, representing ten different business sectors during the peak of the COVID-19 pandemic of 2020 and 2021. Interviews were transcribed, coded into open code, axial code and selective code to identify the major themes, and analysis was done into three levels to explore the stressors and initial strategies implemented to cope with the crisis. Trustworthiness of the findings was ensured by credibility, transferability, dependability and conformability, and reflexivity.

This study explored three types of stressors: finance-related stressors, supplies-related stressors and human resources-related stressors in migrant SME entrepreneur-managers during the COVID-19 pandemic. The study revealed the use of comprehensive supply chain strategies followed by migrant SME entrepreneur-managers to be resilient enough to cope with a crisis situation like the COVID-19 pandemic.

This study covers an under-researched area of research related to stressors and resilience strategies in migrant SME entrepreneur-managers during the pandemic situation. A large body of prior research contributes to employees' stress and coping behaviors, while this paper focuses on stressors in migrant entrepreneur-managers in the special context of pandemics and their strategies to be resilient during a crisis situation. Thus, the findings of this study contribute to SME entrepreneur-managers, policy makers and academicians so that a large number of migrant entrepreneurs can develop resilient strategies for crisis situations. Furthermore, this study contributes to the supply chain resilience literature and resource dependency theory.

Focussing on the relationship between personality traits and small and medium enterprise (SME) performance in Tanzania’s furniture sector, the purpose of this paper is to examine the effect of cognitive characteristics as a mediating variable.

A total of 300 SMEs in furniture sectors from four different regions in Tanzania were involved in this study. Structural equation modelling approach was used to test simultaneously the direct and the indirect effects of the characteristics of the entrepreneurs on the SMEs performance.

The findings show that personality traits have a significant influence on SMEs performance through cognitive characteristics.

The study’s data were collected from businesses in only one industry (furniture) in Tanzania. Future research may extend the approach to other business sectors.

Since entrepreneurial characteristics are considered an important driver of a country’s economic development and performance, it is hoped that governments and sector associations implement suitable policies and incentives to develop an entrepreneurial culture among citizens.

Current knowledge about entrepreneurial characteristics and their relationship with SME performance in developing countries, especially Tanzania, is very limited. The present study suggests that cognitive characteristics are necessary mediators of the link between personality traits and SME performance.

The purpose of this paper is to investigate how entrepreneurial behaviors support small and medium-sized enterprise (SME) resilience, refine the concept of entrepreneurial resilience, and identify how SME resilience might be promoted.

Qualitative data were collected in the UK via 11 focus groups which provided a sub-sample of 19 SME participants.

Because of their experience operating in uncertain environments, their direct experience of adversity, and the informal organizational settings they inhabit, entrepreneurs are often highly resilient and possess capabilities that enable SMEs to be resilient. Entrepreneurial resilience provides a basis for SME resilience that differs significantly from best practices as understood in larger firms.

Exploratory qualitative research on a small sample (n=19) limits the generalizability of this work. Further research could quantitatively test the paper’s findings and/or examine the link between entrepreneurial resilience and the resilience of larger firms.

Rather than encouraging formal planning and redundancy, policy and practice designed to promote the resilience of SMEs should pay greater attention to building capacities to cope with uncertainty, generating and leveraging personal relationships, and activating the ability to experiment and think creatively in response to crises.

This paper draws on organizational psychology research to refine understanding of entrepreneurial resilience and to empirically examine and inductively theorize the multi-level relationships between entrepreneurial resilience and SME resilience.

Elite interviewing is a well-established area of interview research methods. Nevertheless, the actual casting of an “elite” has been generally conducted in a prima facie or broad manner. A consideration of entrepreneurs and owner-managers as “elites” has been less profiled and received less attention, therefore the paper views the entrepreneurs and owner-managers as constituting a form of “local elite” within given and varying sectorial, regional and community boundaries. The authors argue that a consideration of entrepreneurs as “local elites” and transferring knowledge from an elite interviewing perspective may strongly support scholarly research in the entrepreneurship field.

The study conducts a comprehensive narrative literature review of elite interviewing literature and transfers key methodological insights to the entrepreneurship field. The methodological contribution based on literature is complemented by experiences and observations from an extensive inductive interview study with over 30 entrepreneurs of German manufacturing Small and Medium-sized Entities (SMEs) and are used to reflect on, and refine, interview research approaches with entrepreneurs.

The reflections and discussions in this paper provide valuable insights for other researchers conducting research in entrepreneurship domains regarding the power dynamics of negotiating access, procedural issues of interviews and thereby enhancing the quality of data.

The contribution to knowledge is mainly of a methodological nature. While the paper takes a novel act of recasting elite interviewing in the SME and entrepreneurship context, the paper methodologically contributes to the entrepreneurship and elite interview literature thereby facilitating higher quality interviews.

Marketing has been seen as one of the greatest problems faced by small- and medium-sized enterprises (SMEs), but simultaneously one of the most important activities for their growth and survival. Therefore, the purpose of this paper is to determine the importance and role of entrepreneurial marketing in SMEs.

To reach this goal, a qualitative approach was adopted, with two case studies (SMEs) selected. As data-collecting instruments, interviews and documentary analysis were used, and the data-treatment technique was content analysis.

The empirical evidence obtained shows that the importance of entrepreneurial marketing is recognized, but that it differs considerably according to firm size. In the SMEs studied, marketing is informal and reactive to market opportunities and the founder-entrepreneur has an influence on the decision-making process.

The study contributes to the existing research about the role the founder-entrepreneur can have in the firm's ability to develop entrepreneurial marketing activities. From a practical viewpoint, the study has found that entrepreneurial marketing is based on networking to build and support marketing activity and it is associated with the use and development of the marketing management competencies of their entrepreneurs.

The study is innovative because the authors are able to outline empirically new issues for future investigation in this area of scarce research. Second, an integrative and holistic model is proposed for entrepreneurial marketing in SMEs and this represents the primary contribution of the study.

This study explores how open innovation (OI) can be instrumental for entrepreneurs in sensing and seizing entrepreneurial opportunities in small and medium enterprises (SMEs). This study also illustrates how OI can help SMEs overcome the liability of smallness.

This is exploratory research using an inductive, multiple-case study approach. This study capitalizes on five in-depth case studies of European SMEs to explore a phenomenon using replication logic and provide a robust basis for theory building.

This study presents a holistic view of the OI process in SMEs and illustrates the crucial role of entrepreneurs. The study provides a better understanding of how OI can help entrepreneurs sense and seize entrepreneurial opportunities by envisioning venture ideas and implementing business model innovation through the management of innovation partners.

The study emphasizes two critical roles of entrepreneurs in implementing OI in SMEs. First, the entrepreneur can be the instigator of strategic change, and second, he/she can orchestrate the innovation network. The findings emphasize that OI helps avoid knowledge corridors at the venture idea stage, leading to a (re)structuring of the business model and the emergence of a network of innovation partners, which should be managed hands-on. This study discusses in detail the two crucial roles of entrepreneurs.

This paper advocates the merits of a holistic qualitative research method and analysis as being the most penetrative method for determining the decision making process of SME owner‐managers. This holistic method is refined in use and illustrated in an example of assessing the processes and outcomes of SME decision making in respect of the “product” aspects of marketing activity. The methodology allows the range of important issues that may be expected to be inherent in how entrepreneur owner‐managers DO marketing to be identified; and to determine the quality of this decision making. This methodology could be used for other applications in a variety of marketing circumstances, and, indeed, a key feature of the methodology outlined in this paper is its flexibility and adaptability.