Coverart for item
The Resource Competitive Strategies for Small and Medium Enterprises : Increasing Crisis Resilience, Agility and Innovation in Turbulent Times

Competitive Strategies for Small and Medium Enterprises : Increasing Crisis Resilience, Agility and Innovation in Turbulent Times

Label
Competitive Strategies for Small and Medium Enterprises : Increasing Crisis Resilience, Agility and Innovation in Turbulent Times
Title
Competitive Strategies for Small and Medium Enterprises
Title remainder
Increasing Crisis Resilience, Agility and Innovation in Turbulent Times
Creator
Contributor
Subject
Language
eng
Cataloging source
MiAaPQ
Literary form
non fiction
Nature of contents
dictionaries
Competitive Strategies for Small and Medium Enterprises : Increasing Crisis Resilience, Agility and Innovation in Turbulent Times
Label
Competitive Strategies for Small and Medium Enterprises : Increasing Crisis Resilience, Agility and Innovation in Turbulent Times
Link
http://libproxy.rpi.edu/login?url=https://ebookcentral.proquest.com/lib/rpi/detail.action?docID=4415552
Publication
Copyright
Related Contributor
Related Location
Related Agents
Related Authorities
Related Subjects
Carrier category
online resource
Carrier category code
cr
Carrier MARC source
rdacarrier
Color
multicolored
Content category
text
Content type code
txt
Content type MARC source
rdacontent
Contents
  • Preface -- Contents -- Introduction: What Is a D̀̀ynamic SMÉ ́-- 1 The Universe of Small Businesses -- 2 Capabilities to Cope with Turbulent Environments -- 2.1 Navigating in an Ocean of Uncertainty -- 2.2 Implications for Competitive Strategies -- 3 The Dynamic SME -- 3.1 Structural Factors Enhancing Agility and Resilience of SMEs -- 3.2 Knowledge as Key Resource to Compete in Turbulent Environments -- 3.3 Processes and Routines of a Dynamic SME -- 3.4 New Roles for Leaders and Employees -- 4 Conclusions and Management Implications -- References -- Dynamic Capabilities and Organizational Resilience in Turbulent Environments -- 1 The Challenge of Rapid Adaptation and Resource Reconfiguration -- 2 Theoretical Background -- 2.1 Dynamic Capabilities -- 2.2 Turbulent Environments -- 2.3 Organizational Resilience -- 3 Dynamic Capabilities and Organizational Resilience Development -- 3.1 Sensing Capability -- 3.2 Learning Capability -- 3.3 Integrating Capability -- 3.4 Coordinating Capability -- 4 Matching Dynamic Capabilities and Organizational Resilience -- 5 Conclusions and Management Implications -- References -- Case: XENON Automation Technology: Cutting Edge Competence as Competitive Strategy -- 1 A Head Start in Innovation Thanks to Competence -- 2 Participation on the Joint Research Project L̀̀earning to Groẃ ́-- 3 XENON Competency Management as Part of a Holistic Growth Strategy -- 3.1 Sensing Growth Potentials (Searching for Growth Opportunities, Building Market Competence) -- 3.2 Designing Growth Objectives (Defining Growth Strategy, Motivating Employees for Growth) -- 3.3 Seizing Growth Potentials (Empowering Employees, Developing Skills and Capabilities) -- 3.4 Coping with Growth and Managing Transformation (Up-Scaling the Organization, Ensuring Resources Proactively)
  • 4 Growth Strategy Embraces All Employees and Not Only the Management -- References -- Culture for Organizational Learning in Turbulent Environments -- 1 Introduction -- 2 Organizational Learning -- OL is a Collective Learning Process -- 3 Organizational Learning and Culture -- 4 Spheres of Culture -- 4.1 Sphere 1: National Culture -- Dimensions of National Culture (Hofstede 2011) -- 4.2 Sphere 2: Organizational Culture -- 4.3 Sphere 3: Family-Business Culture and Learning Culture -- 5 Evidence for the Impact of Culture on Organizational Learning -- 6 The Impact of Culture on Managerś Perceptions and Assumptions -- 6.1 Eureka for the Importance of National Culture: A Study Visit of Brazilian SMEs to Germany -- Statements of Brazilian Managers in the Light of National Culture* -- 7 Conclusions and Management Implications -- References -- The Innovation Triple Challenge: A Creativity Check for SMES -- 1 Innovation Challenges in SMES -- 2 Innovation and Creativity -- 2.1 Creative People -- 2.2 Organizational Creativity -- 3 The Innovation Triple Challenge -- 3.1 Creativity Check for SMEs -- 4 Conclusions and Management Implications -- Annex: Need for Closure (NFC) Scale -- References -- Intellectual Capital as a Strategic Model to Create Innovation in New Technology Based Firms -- 1 Introduction -- 2 Intellectual Capital as a Source of Innovation and Creative Capability -- 2.1 Towards a More Dynamic Approach to Intellectual Capital -- 2.2 Strategic Perspective Based on Dynamic Capabilities -- 2.3 The Creative Capability of Intellectual Capital -- 3 The Role of Intellectual Capital Reports in the NTBFs Innovation Process -- 3.1 Introduction -- 3.2 Experiences in NBTFs Located at Science and Technology Parks -- 4 Conclusions and Management Implications -- References
  • An Analysis of Micro and Small Enterprises Growth: An Application of the Management Excellence Model (MEG) -- 1 Introduction -- 2 Challenges of Business Growth in Brazil -- 3 Management Excellence Model: MEG -- 4 Methodology -- 5 Data Analysis -- 6 Conclusions and Management Implications -- References -- Case: KST Turbine Components: Q̀̀ualiyspeedservicé ́as Competitive Strategy -- 1 Q̀̀ualityspeedservicé ́as Core Competence -- 2 Does the Q̀̀ualityspeedservicé ́Survive Organizational Growth? -- 3 The Outcome of the L̀̀earning to Groẃ ́Project -- 3.1 Development of New Team Capabilities of the Planning Engineers -- 3.2 New Forms of Internal Collaboration -- 3.3 Deeper Participation of Employees in Innovation and Organizational Development -- 4 Conclusion: Project Based Learning as a Trigger for Strengthening Dynamic Capabilities -- References -- Argentina: A Chronically Variable Socio-Economic Environment for SMEs -- 1 Argentina: A Compact Socio-Economic Country Profile -- 1.1 Brief History of Economic Development of Argentina -- 1.2 The Socio-Economic Crises and Their Impact on Development -- 1.3 Impact on SMEs in Argentina -- 1.4 Conclusion and Management Implication -- Annex -- References -- Surviving and Competing in Times of Crisis: Cases of Strategies by Argentine SMEs -- 1 Navigating in an Ocean of Uncertainty -- 2 Strategic Focus in Turbulent Environments -- 2.1 Immediate Actions During Crises -- 2.2 Actions to Successfully Leave the Crisis -- 3 Conclusions and Management Implications -- References -- Learning to Cope with Turbulent Situations: A Study of Owner-Managers in Argentine SMEs -- 1 The Role of Managers in Turbulent Situations -- 2 Organizational Learning in Turbulent Situations -- 3 Case Studies in Argentine SMEs -- Argentine SMEs in 2014 -- 4 Results -- 4.1 Immediate Reactions to Turbulent Situations
  • 4.2 Mode of Learning: Internal Communication and Organizational Adaptation to Support Organizational Learning -- 4.3 Scope of Learning: With Whom Do Managers Learn in Turbulent Situations? -- 4.4 Depth of Learning: How Far Do Managers Want to Go in Their Learning Processes? -- 4.5 Evidence of Learning in Turbulent Situations -- 5 Discussion: Managerś Cognitive Map for Turbulent Situations -- 5.1 Developing a Cognitive Map for Turbulent Situations -- 5.2 Distinct Actions for Normal and Turbulent Situations -- 5.3 Four Facets How Managers Act and Learn for Crises -- 5.4 Implications for Research -- 6 Conclusions and Management Implications -- Appendix: Description of the Participating Companies -- References -- SME Vulnerability Analysis: A Tool for Business Continuity -- 1 Introduction -- 2 Vulnerability of SMEs -- 3 The Vulnerability Assessment Instrument -- 3.1 Structure of the Instrument -- 4 Firm Selection and Data Collection -- 5 Results of the Vulnerability Analysis -- 5.1 Evaluation of the Vulnerability Assessment Instrument -- 6 Conclusions and Management Implications -- Annex: Evaluation of the Measurement and the Structural Model -- References -- Knowledge Risk Management in Turbulent Times -- 1 Introduction -- 2 Knowledge and Risk Management in SMEs -- 2.1 Knowledge Management in SMEs -- 2.2 Risk Management -- 2.3 Knowledge Risk Management -- 3 Framework for Knowledge Risk Management in SMEs -- 4 Conclusion and Management Implications -- References -- Knowledge Management Tools for SMES -- 1 Managing Knowledge to Create Dynamic Capabilities -- 2 Selected Knowledge Management Tools -- Online Resources to Learn About Knowledge Management Tools and Practices for SMEs -- 3 Conclusions and Management Implications: A 12-Point Programme -- Annex I: Selected Knowledge Management Toolkits -- References
  • Learning to Grow: A Methodology to Sustain Growth Capabilities of SMES -- 1 Introduction -- 2 Obstacles and Drivers for Growth of Innovative SMES -- 2.1 Survey of Growing SMEs -- 2.2 Higher Performance by Activating the Employees -- 3 The L̀̀earning to Groẃ ́Methodology -- 3.1 Key Features -- 3.2 The Wheel of Growth: Diagnosing Growth Challenges and Capabilities -- 3.3 A Learning Project Impacting on Business Performance -- 4 Triple Value: Results of L̀̀earning to Groẃ ́Projects -- 5 Conclusions and Management Implications -- References -- Case: Herradep: A Double and Intelligent Strategy to Grow-Improving Worker Knowledge and Competences Through Self-Managed Shor... -- 1 Customization and High Quality as Competitive Strategy -- How Brazilian Textile Enterprises Learn to Grow -- 1 Introduction -- 2 Transfer and Implementation Process -- 3 Results of the Project -- 4 Conclusions and Management Implications -- References -- Virtual Enterprises: Strengthening SMES Competitiveness via Flexible Businesses Alliances -- 1 Introduction -- 2 The Moldmakers Association -- 3 Collaborative Networks -- 4 Moldmakers VBE Implementation Methodology -- 5 Moldmakers VE Implementation Methodology -- 6 General Assessment -- 7 Conclusions and Management Implications -- References -- About the Editors -- About the Authors -- Glossary
http://library.link/vocab/cover_art
https://contentcafe2.btol.com/ContentCafe/Jacket.aspx?Return=1&Type=S&Value=9783319273037&userID=ebsco-test&password=ebsco-test
Dimensions
unknown
http://library.link/vocab/discovery_link
{'f': 'http://opac.lib.rpi.edu/record=b4384888'}
Extent
1 online resource (282 pages)
Form of item
online
Isbn
9783319273037
Media category
computer
Media MARC source
rdamedia
Media type code
c
Sound
unknown sound
Specific material designation
remote

Library Locations

    • Folsom LibraryBorrow it
      110 8th St, Troy, NY, 12180, US
      42.729766 -73.682577
Processing Feedback ...