SavedAdd your journal

Journals / Dumlupınar Üniversitesi Sosyal Bilimler Dergisi / 2006 / Cilt: 0 - Sayı: 15

A Field Study of the Evaluation of Competitive Strategies of SME's Owners and Managers with Different Performance Measurements

KOBİ Sahip ve Yöneticilerinin Rekabet Stratejilerini Farklı Performans Ölçütleri Açısından Değerlendirmesine Yönelik Bir Saha Araştırması

Mehmet AYTEKİN
Bülent ÖZKAN
Nihat KAYA
Pages
77–94
Publication Date
2022-10-11
DOI
—
🏛️Bibliographic metadata and full text access for this article are provided via DergiPark.
DergiPark Record ↗
✨

AI Summary & Key Takeaways

AI Insight
⚡ TL;DR(Too Long; Didn't Read)

In this study, a relationship is found between all the performance criteria considered and the following variables: the applications of programs to improve TQM, giving importance to the production of special products and services, application of comprehensive control procedures, and employing highly skilled personnel strategies.

📌 3 Key Takeaways

🎯
Objective & Hypothesis:Although strategies implemented by large firms have long been a primary subject in the literature and concern of practitioners, not as much studies and research have been done on the strategic dimension of Small and Medium-sized Enterprises (SMEs).
📊
Key Findings & Data:Since SMEs differ from large firms in terms of their structure and approaches in many respects, strategies implemented successfully by the large firms may not become effective for the SMEs.
💡
Conclusion & Impact:In this study, a relationship is found between all the performance criteria considered and the following variables: the applications of programs to improve TQM, giving importance to the production of special products and services, application of comprehensive control procedures, and employing highly skilled personnel strategies.
🔬Design:Research Article
📍Scope:Comprehensive Sample
⚙️Variables:Domain Parameters

Abstract

Although strategies implemented by large firms have long been a primary subject in the literature and concern of practitioners, not as much studies and research have been done on the strategic dimension of Small and Medium-sized Enterprises (SMEs). Since SMEs differ from large firms in terms of their structure and approaches in many respects, strategies implemented successfully by the large firms may not become effective for the SMEs. For this reason it’s especially important to analyze SMEs in terms of strategies they follow. In this research, strategies implemented by the SMEs in metal and machine and equipment sector operating in the Marmara and Gebze region have been analyzed against a variety of performance criteria. In this study, a relationship is found between all the performance criteria considered and the following variables: the applications of programs to improve TQM, giving importance to the production of special products and services, application of comprehensive control procedures, and employing highly skilled personnel strategies.

Özet

Son yıllarda büyük işletmelerce uygulanan rekabet stratejileri işletme literatüründe önemli oranda inceleme konusu olurken, Küçük ve Orta Ölçekli İşletmeler açısından bu alanda daha az araştırma yapılmıştır. Küçük ve Orta Ölçekli İşletmeler, büyük işletmelerle kıyaslandığında birçok yönden farklı yapı ve anlayışa sahiptirler. Bu farklı anlayışlara rağmen, büyük işletmelerde başarı ile uygulanan stratejilerin aynen KOBİ’lerde uygulanması olumsuz sonuçlara neden olabilir. Bu nedenle özellikle stratejik yaklaşımlar yönünden KOBİ’lerin daha detaylı incelenmesinde yarar vardır. Bu araştırmamızda makine ve ekipmanları sektörü ile metal sanayi sektöründe Gebze ve civarında faaliyet gösteren KOBİ’lerde uygulanan rekabet stratejileri çeşitli performans ölçütlerine göre değerlendirilmiştir. Bu değerlendirme sonucu; Toplam kaliteyi gerçekleştirmeye yönelik programları uygulama, Özel ürün yada hizmetlerin üretimine önem verme, Kapsamlı kontrol prosedürleri uygulama ve Yüksek nitelikli personel istihdam etme stratejileri ile incelenen tüm performans kriterleri arasında ilişki bulunmuştur.

🔖

Cite This Article

AYTEKİN, M., ÖZKAN, B., KAYA, N. (2022). A Field Study of the Evaluation of Competitive Strategies of SME's Owners and Managers with Different Performance Measurements. Dumlupınar Üniversitesi Sosyal Bilimler Dergisi, Cilt: 0 - Sayı: 15, 77–94. https://ajindex.com/articles/493607

📄 Full Text PDF Viewer

📄

PDF görüntüleyici hazırlanıyor...

References (16)

  1. Audretsch D.B. Prince, Y. M. Thurik, A. R. (1999). “Do Small Firms Compete with Large Firms?”, Atlantic Economic Journal, 61 (2), 201-209.
  2. Azzone, G. and Cainarca, G. C. (1993). “The Strategic Role of Quality in Small Size Firms”, Small Business Economics, 5 (1), 63-76.
  3. Brews, P. J. and Hunt, M.R. (1999). “Learning To Plan And Planning To Learn: Resolving The Planning School / Learning Scholl Debate”, Strategic Management Journal, 20, 889-913.
  4. Caron H. and Harrison, J.S. (1999). “Manufacturing-based Relatedness, Synergy, and Coordination”, Strategic Management Journal, 20, 129-145.
  5. Curtis, D.A. (1983). Strategic Planning for Smaller Businesses, Newyork. Dean, T.J. Brown, R.L. Bamford, C.E. (1997). “Differences in Large and Small Firm Responses to Environmental Context: Strategic Implications from a Comparative Analysis of Business Formations”, Strategic Management Journal, 19(7), 709-728.
  6. Dijk, M.P.V. (1995). “Flexible specialization, The New Competition and Industrial Districts”, Small Business Economics, 7. Golden, P.A. and Dollinger, M. (1993). “Cooperative Alliances and Competitive Strategies in Small Manufacturing Firms”, Entrepreneurship: Theory & Practice, 17 (6), 43-56.
  7. Gomes-Casseres, B. (1997). “Alliance Strategies of Small Firms”, Small Business Economics. 9, 33-44.
  8. Heunks, F. J. (1998). “Innovation, Creativity and Success”, Small Business Economics, 10 (3), 263-272.
  9. Jarratt, D.G. (1998). “A Strategic Classification of Business Alliances: a Qualitative Perspective Built from A Study of Small and Medium-sized Enterprises”, Qualitative Market Research: An International Journal, 1(1), 39-49.
  10. Karlsson, C. and Olsson, O. (1998). “Product Innovation in Small and Large Enterprises”, Small Business Economics, 10 (1), 31-46.
  11. Kotler, P. and Armstrong, G. (1994).
  12. Principles of Marketing, Prentice Hall, London. Lau, R.S.M. (1996). “Strategic Flexibility: A New Realty for World-Class Manufacturing”, S.A.M. Advanced Management Journal, Spring. Levy, D.T. (1993). “Comment on Small Firms and Merger Mania”, Small Business Economics, 5 (4), 319-322.
  13. Levy, M. and Powell, P. (1998). “SME fleexiblity and the Role of Information Systems”, Small Business Economics, 11, 183-196.
  14. Long, C. and Vickers-Koch, M. (1995). “Using Core Capabilities to Create Competitive Advantage”, Organizational Dynamics, 24 (1), 7-22.
  15. Ma, H. (2000). “Of Competitive Advantage. Kinetic and Positional”, Business Horizons, 43, 53-64.
  16. Miller, C.C., Burke, L.M., Glick, W.H. (1998). “Cognitive Dive