nep-cse New Economics Papers
on Economics of Strategic Management
Issue of 2010‒02‒05
seven papers chosen by
Joao Jose de Matos Ferreira
University of the Beira Interior

  1. A strategic shift of automobile manufacturing firms in Turkey By Gursoy, Guner
  2. Family ownership, innovation and other context variables as determinants of sustainable entrepreneurship in SMEs: An empirical research study By Gerrit de Wit; Lorraine Uhlaner; Marta Berent; Ronald Jeurissen
  3. Enterprise systems and innovations By Engelstätter, Benjamin
  4. Schumpeter versus Kirzner: An empirical investigation of opportunity types By Jeroen de Jong; Orietta Marsili
  5. Resource Wealth, Innovation and Growth in the Global Economy By Pietro F. Peretto; simone Valente
  6. From the Non-European Tradition to a Variation of Japanese Model of Competitiveness: the Japanese Modern Paper Industry since the 1870s By Takafumi Kurosawa; Tomoko Hashino
  7. Diversity and multiculturalism as a strategy for strengthening Micro, Small and Medium Enterprises (MSMEs) in the global market By Perumal , Koshy

  1. By: Gursoy, Guner
    Abstract: This paper examines major business environmental changes influencing a strategic shift of automobile manufacturing firms in Turkey. Within a conceptual model consisting of environmental forces, strategic shift, and mediating variables, including firm size, ownership pattern, and market entry mode, it empirically investigates how such market changes influenced the business strategies of automotive firms in Turkey. The findings indicate that the multinational automotive firms in Turkey have shifted their strategic focus from relying solely on the domestic market to balancing domestic and export markets because of environmental forces. The paper concludes with discussions and suggestions for further research on the subject.
    Keywords: market environment; strategic shift; FDI; foreign direct investment; export performance; multinational corporations.
    JEL: G32 G3
    Date: 2009
  2. By: Gerrit de Wit; Lorraine Uhlaner; Marta Berent; Ronald Jeurissen
    Abstract: This study focuses on the prediction of sustainable entrepreneurship, that is, behavior which demonstrates a firm’s concern about the natural environment, especially among small and medium sized enterprises (SMEs). Using a random sample of 642 Dutch SMEs we examine how organizational context (firm sector, size, ownership structure) and innovativeness influence SMEs engagement in sustainable entrepreneurship. Results show that manufacturing and construction firms, larger firms, family-owned firms, and firms with a more innovative orientation are more likely to report positive activity related to the natural environment. Results do not support the conclusion that the relationship between sustainable entrepreneurship and firm size is curvilinear. The paper discusses implications of the obtained results.  
    Date: 2010–01–22
  3. By: Engelstätter, Benjamin
    Abstract: This paper analyzes the relationship between the three main enterprise systems (Enterprise Resource Planning (ERP), Supply Chain Management (SCM), Customer Relationship Management (CRM)) and firms' innovational performance. It studies whether the enterprise systems have impacts on process as well as product innovations. Using German firm-level data, the results show that ERP and SCM systems foster the firms' likelihood to generate process innovations. In addition, ERP systems also show a positive impact on process innovation intensity. These results do not only emerge for the short-run of two years or less but remain also stable in the long-run of two to four years. Concerning product innovational performance only, CRM systems increase the firms' likelihood to acquire product innovations, although the impact only emerges for the short-run and vanishes if the long-run perspective is taken into account. --
    Keywords: Innovation,Product Innovation,Process Innovation,Enterprise Systems,Selectivity,Enterprise Resource Planning,Supply Chain Management,Customer Relationship Management
    JEL: L10 M20 O31
    Date: 2009
  4. By: Jeroen de Jong; Orietta Marsili
    Abstract: This paper empirically explores the distinction between Schumpeterian and Kirznerian opportunities by analyzing survey data of 184 high tech small business entrepreneurs. A multidimensional measure is developed documenting the extent in which entrepreneurial opportunities are either Schumpeterian or Kirznerian. It consists of five bipolar dimensions. We find that Schumpeterian opportunities are more likely to be pursued by innovative individuals with strong ambitions to grow their company. At the enterprise level, we find such opportunities in organizations with a strategic focus on proactive product development to satisfy future needs. Besides, Schumpeterian opportunities are found more often in relatively innovative organizations and pursued in rapidly growing markets. They seem to induce better growth in terms of sales and employment.
    Date: 2010–01–13
  5. By: Pietro F. Peretto (Duke University); simone Valente (CER-ETH - Center of Economic Research at ETH Zurich, Switzerland)
    Abstract: We analyze the relative growth performance of open economies in a two-country model where different endowments of labor and a natural resource generate asymmetric trade. A resource-rich economy trades resource-based intermediates for final manufacturing goods produced by a resource-poor economy. Productivity growth in both countries is driven by endogenous innovations. The effects of a sudden increase in the resource endowment depend crucially on the elasticity of substitution between resources and labor in interme- diates' production. Under substitution (complementarity), the resource boom generates higher (lower) resource income, lower (higher) employment in the resource-intensive sector, higher (lower) knowledge creation and faster (slower) growth in the resource-rich economy. The resource-poor economy adjusts to the shock by raising (reducing) the relative wage, and experiences a positive (negative) growth effect that is exclusively due to trade.
    Keywords: Endogenous Growth, Endogenous Technological Change, Natural Resources, International Trade.
    JEL: E10 F43 L16 O31 O40
    Date: 2010–01
  6. By: Takafumi Kurosawa (Associate Professor of Graduate School of Economics, Kyoto University); Tomoko Hashino (Associate Professor of Graduate School of Economics, Kobe University)
    Date: 2010–01
  7. By: Perumal , Koshy
    Abstract: Managing multiculturalism is indeed a challenge both at the, governance as well as managerial levels. Organisations are increasingly realising vast diversity within the global market and devising strategies to make the most out of it. Why is multiculturalism being adopted as a leading corporate value? What are the rationality behind it in terms of profit generation and operations of a business? How are large corporates managing diversity? What are the lessons for Indian Micro, Small and Medium Enterprises? And why should MSMEs take them into consideration? Cultural competence and cultural literacy are very crucial in the global market place, both for companies as well leadership. The caste, creed, community and language proclivities of an employer in India could invariably reflect in the recruitment and HR policies of an organization. But such prejudices, when assuming overwhelming proportions, could be detrimental to peace, progress and development, and above all, national integration. Educational expansion and empowerment: With India’s diverse groups of communities from different cultural backgrounds getting empowered and achieving educational attainments, it’s going to be the MSMEs that they would be absorbed in, since MSMEs are the largest employment generation sector in the country. But how far MSMEs are equipped to manage worksite diversity? This paper addresses challenges and opportunities for MSMEs in the multicultural global market.
    Keywords: Diversity Management; Micro, Small and Medium Enterprises (MSMEs); Global Market ; Multiculturalism ; WTO; Small Businesses ; Economy ; Labour Management; Human Resource Management in SMEs
    JEL: M0 M3 M00 J61 J82
    Date: 2010–01–10

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