Strategy Process in Manufacturing Small and Medium Enterprises

    Research output: ThesisDoctoral Thesis

    Abstract

    Strategy process has been widely publicized during the last three decades, but what has been accomplished by strategy management literature in manufacturing small to medium sized enterprises (SMEs)? The application of strategy management in manufacturing SME practices can be seen as posing particular challenges. It is argued in literature that there is a need to understand whether and how managers in manufacturing SMEs have taken up the language and practice of planning, strategic analysis and execution. This research suggests a process and activity based approach to look at the practice of strategy management in SMEs in order to tackle this challenge. This exploratory study based on four comprehensive case studies investigates the strategy stories via exploring key strategic initiatives and activities, how they link together and which strategy tools, methods and techniques are used. This research concludes that a process based approach is useful and valid to understand strategy in SMEs because this view decomposes the process phases into activities which managers are more comfortable to talk through. However, we need to understand SME managers’ language around strategizing. There is an indication that if we change the language of SME managers, the findings of this study would map onto main stream strategy management theory clearly. It is found that the dynamics of the manufacturing SME strategy process have both emergent and planned dimensions. SME managers execute the strategy process mainly from an informal fashion by holding multiple functions and with limited application of strategy management methods and techniques. At an activity level, SMEs seem to be putting more emphasis on external environmental scanning (customers, suppliers, competitors, universities and lenders) and defining grand strategy and goals. This implies that SME strategy process is characterized by market based orientation, opportunity seeking and strategic awareness rather than resources or core competencies/ capabilities. Although this study’s findings may be criticized because they are grounded on four companies, robust dimensions and insights into dynamics of the strategy process in manufacturing SMEs are achieved through saturation among emergent themes in data.
    LanguageEnglish
    QualificationPhD
    Awarding Institution
    • University Of Strathclyde
    Award date1 Nov 2008
    Place of PublicationGlasgow
    Publisher
    Publication statusPublished - 1 Nov 2008

    Fingerprint

    Small to medium-sized enterprises
    Small and medium-sized enterprises
    Strategy process
    Manufacturing
    Managers
    Strategy management
    Language
    Management techniques
    Core competencies
    Management theory
    Resources
    Management methods
    Exploratory study
    Strategic analysis
    Strategizing
    Planning
    Competitors
    Strategic initiatives
    Environmental scanning
    Suppliers

    Keywords

    • strategic management
    • SMEs
    • process theory

    Cite this

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    title = "Strategy Process in Manufacturing Small and Medium Enterprises",
    abstract = "Strategy process has been widely publicized during the last three decades, but what has been accomplished by strategy management literature in manufacturing small to medium sized enterprises (SMEs)? The application of strategy management in manufacturing SME practices can be seen as posing particular challenges. It is argued in literature that there is a need to understand whether and how managers in manufacturing SMEs have taken up the language and practice of planning, strategic analysis and execution. This research suggests a process and activity based approach to look at the practice of strategy management in SMEs in order to tackle this challenge. This exploratory study based on four comprehensive case studies investigates the strategy stories via exploring key strategic initiatives and activities, how they link together and which strategy tools, methods and techniques are used. This research concludes that a process based approach is useful and valid to understand strategy in SMEs because this view decomposes the process phases into activities which managers are more comfortable to talk through. However, we need to understand SME managers’ language around strategizing. There is an indication that if we change the language of SME managers, the findings of this study would map onto main stream strategy management theory clearly. It is found that the dynamics of the manufacturing SME strategy process have both emergent and planned dimensions. SME managers execute the strategy process mainly from an informal fashion by holding multiple functions and with limited application of strategy management methods and techniques. At an activity level, SMEs seem to be putting more emphasis on external environmental scanning (customers, suppliers, competitors, universities and lenders) and defining grand strategy and goals. This implies that SME strategy process is characterized by market based orientation, opportunity seeking and strategic awareness rather than resources or core competencies/ capabilities. Although this study’s findings may be criticized because they are grounded on four companies, robust dimensions and insights into dynamics of the strategy process in manufacturing SMEs are achieved through saturation among emergent themes in data.",
    keywords = "strategic management, SMEs, process theory",
    author = "Aylin Ates",
    year = "2008",
    month = "11",
    day = "1",
    language = "English",
    publisher = "University of Strathclyde",
    school = "University Of Strathclyde",

    }

    Ates, A 2008, 'Strategy Process in Manufacturing Small and Medium Enterprises', PhD, University Of Strathclyde, Glasgow.

    Strategy Process in Manufacturing Small and Medium Enterprises. / Ates, Aylin.

    Glasgow : University of Strathclyde, 2008.

    Research output: ThesisDoctoral Thesis

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    T1 - Strategy Process in Manufacturing Small and Medium Enterprises

    AU - Ates, Aylin

    PY - 2008/11/1

    Y1 - 2008/11/1

    N2 - Strategy process has been widely publicized during the last three decades, but what has been accomplished by strategy management literature in manufacturing small to medium sized enterprises (SMEs)? The application of strategy management in manufacturing SME practices can be seen as posing particular challenges. It is argued in literature that there is a need to understand whether and how managers in manufacturing SMEs have taken up the language and practice of planning, strategic analysis and execution. This research suggests a process and activity based approach to look at the practice of strategy management in SMEs in order to tackle this challenge. This exploratory study based on four comprehensive case studies investigates the strategy stories via exploring key strategic initiatives and activities, how they link together and which strategy tools, methods and techniques are used. This research concludes that a process based approach is useful and valid to understand strategy in SMEs because this view decomposes the process phases into activities which managers are more comfortable to talk through. However, we need to understand SME managers’ language around strategizing. There is an indication that if we change the language of SME managers, the findings of this study would map onto main stream strategy management theory clearly. It is found that the dynamics of the manufacturing SME strategy process have both emergent and planned dimensions. SME managers execute the strategy process mainly from an informal fashion by holding multiple functions and with limited application of strategy management methods and techniques. At an activity level, SMEs seem to be putting more emphasis on external environmental scanning (customers, suppliers, competitors, universities and lenders) and defining grand strategy and goals. This implies that SME strategy process is characterized by market based orientation, opportunity seeking and strategic awareness rather than resources or core competencies/ capabilities. Although this study’s findings may be criticized because they are grounded on four companies, robust dimensions and insights into dynamics of the strategy process in manufacturing SMEs are achieved through saturation among emergent themes in data.

    AB - Strategy process has been widely publicized during the last three decades, but what has been accomplished by strategy management literature in manufacturing small to medium sized enterprises (SMEs)? The application of strategy management in manufacturing SME practices can be seen as posing particular challenges. It is argued in literature that there is a need to understand whether and how managers in manufacturing SMEs have taken up the language and practice of planning, strategic analysis and execution. This research suggests a process and activity based approach to look at the practice of strategy management in SMEs in order to tackle this challenge. This exploratory study based on four comprehensive case studies investigates the strategy stories via exploring key strategic initiatives and activities, how they link together and which strategy tools, methods and techniques are used. This research concludes that a process based approach is useful and valid to understand strategy in SMEs because this view decomposes the process phases into activities which managers are more comfortable to talk through. However, we need to understand SME managers’ language around strategizing. There is an indication that if we change the language of SME managers, the findings of this study would map onto main stream strategy management theory clearly. It is found that the dynamics of the manufacturing SME strategy process have both emergent and planned dimensions. SME managers execute the strategy process mainly from an informal fashion by holding multiple functions and with limited application of strategy management methods and techniques. At an activity level, SMEs seem to be putting more emphasis on external environmental scanning (customers, suppliers, competitors, universities and lenders) and defining grand strategy and goals. This implies that SME strategy process is characterized by market based orientation, opportunity seeking and strategic awareness rather than resources or core competencies/ capabilities. Although this study’s findings may be criticized because they are grounded on four companies, robust dimensions and insights into dynamics of the strategy process in manufacturing SMEs are achieved through saturation among emergent themes in data.

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    KW - SMEs

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    M3 - Doctoral Thesis

    PB - University of Strathclyde

    CY - Glasgow

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