innovation practice and its performance implications in smes in the manufacturing sector - mile...
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Innovation practice and its performance Innovation practice and its performance implications in SMEs in the implications in SMEs in the
manufacturing sectormanufacturing sector- Mile Terziovski
Journal review presented by – Group: 2
Mousumi Sen Gupta
Khandakar Habib Anwar
MD. Humayun Kabir
Mohaimeen Kamal
MD. Nurul Gani
Mousumi Sen Gupta 092-0363-560
Khandakar Habib Anwar 092-0338-060
MD. Humayun Kabir 092-0274-060
Mohaimeen Kamal 092-0594-060
MD. Nurul Gani 092-0275-060
Why SME is different from large Why SME is different from large organizations?organizations?
Reactive.Fire-fighting mentality.Resource limitations.Informal strategies.Flexible structures.Lack of systems to keep tracks.
Contradictions between formal Contradictions between formal and informal strategies for SMEand informal strategies for SME
Formal-Formal- improve organizational
capabilities.helps to reduce cost.enhance the clarity of
employee’s
Informal-Informal-gain competitive
advantages over large firms.
More innovative ideas are discovered.
enables to respond quickly to market uncertainty.
Both formal and informal Both formal and informal strategies important for SME’s.strategies important for SME’s.
Though there are contradictions in formal & informal strategies but both are important like-
Innovative ideas helps for new product development
Structured strategies helps to build an organizational
Managed innovation helps to attain cost efficiency
The study reviews the relation of innovation to SME performance in order to develop a theoretical mode
Resource-Based View (RBV) and competitive advantage
The VRIO frameworkValue(worth)Rareness(exceptionality)Imitability (costly for the competitors to imitate)Organization (Organizational Development)
Literature review and theoretical model
Literature review and theoretical model .Continued
How SMEs gain competitive advantage?
How Large firms gain competitive advantage?
Variables for the theoretical model are
Knowledge, Routines, Strategy, Technology, Structure, And Culture
Development of the Theoretical Development of the Theoretical Model and HypothesesModel and HypothesesDevelopment of the Theoretical Development of the Theoretical Model and HypothesesModel and Hypotheses
• Five independent constructs :innovation strategy, formal structure, customer and supplier relationships,innovation culture, and technological
capabilities.
• One dependent constructSME Performance
• Five Research hypotheses
Literature review and theoretical model .Continued
Hypothesis 1 (H1):Hypothesis 1 (H1):Innovation Strategy and SME Innovation Strategy and SME performanceperformance
•Better Performance with formal strategies.
•SMEs’ perceptions regarding strategic planning.
Literature review and theoretical model .Continued
Hypothesis 2 (H2):Hypothesis 2 (H2):Formal structure and SME Formal structure and SME performanceperformance
•Organizational structure and Organizational size.
•Improvisation of Efficiency.
Literature review and theoretical model .Continued
Hypothesis 3 (H3):Hypothesis 3 (H3):Customer -Supplier Relationships and Customer -Supplier Relationships and SME performanceSME performance
•Developing Partnerships.
•Opportunities to new skills and Improving existing concept.
•Risk sharing.
Literature review and theoretical model .Continued
Hypothesis 4 (H4):Hypothesis 4 (H4):Innovation Culture and SME Innovation Culture and SME performanceperformance
•Flexible Innovation culture.
•Low resistance to change.
•Low risk aversion..
Literature review and theoretical model .Continued
Hypothesis 5 (H5):Hypothesis 5 (H5):Technological Capabilities and SME Technological Capabilities and SME performanceperformance
•Single breakthrough of technological capability.
•Resources can commercializing their technology.
MethodologyMethodology
A sample survey analysis
Where – Sample size is 600 manufacturing SME in Australia.
More than 50 percent respondents are CEO & Managing directors.
Average size of 65 employees.
NO significant biasness in the survey.
Data AnalysisData AnalysisData AnalysisData Analysis
F1: Innovation Strategy
F2: Formal Structure
F3: Customer & Supplier Relationships
F4: Innovation Culture
F5: Technological Capabilities
F6: SME Performance
F1: Innovation Strategy
F2: Formal Structure
F3: Customer & Supplier Relationships
F4: Innovation Culture
F5: Technological Capabilities
F6: SME Performance
H1: Significant (High Correlation)
H2: Significant (High Correlation)
H3: Not so much Significant (Limited Correlation)
H4: Insignificant
H5: Insignificant
DISCUSSIONSDISCUSSIONS
Basic Question:Basic Question:
1. Key drivers of innovation ?
2. How innovation practices of SMEs differ from those of large firms?
Answer:Answer:
1. Innovation strategy & formal structure
2. SME’s do not appear to use innovation culture