By Oswald Jones, Fiona Tilley
* attracts on up to date empirical glaring to demonstrate how SMEs can turn into extra leading edge throughout the advent of latest items and services.* Discusses the potent and effective use of knowledge expertise by way of broadening administration talents and data.
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Extra resources for Competitive Advantage in SMEs: Organising for Innovation and Change
IFSMEs were able to exploit opportunities because they were better able to respond more rapidly to market opportunities or customer requirements than their larger rivals. , 1991; Chell, 1999). Generally such types and traits are regarded as biologically or genetically determined, although occasionally some degree of environmental inﬂuence is acknowledged. It is now accepted that there is very little evidence to suggest that any particular trait leads to successful entrepreneurship (Wickham, 2001, p.
It may be that the best measure of competitive advantage for SMEs is ‘value-added’ rather than proﬁt, ROI or market share. Improvements in value-added per employee would provide an indication of more effective internal processes (cost reductions) and stronger market performance (the introduction of new or improved products). To summarise, organisational ﬂexibility is the key source of competitive advantage for most SMEs. 4). Individual authors attempt to make direct links between their topic and these key issues, and the concluding chapter summarises ways in which managers in SMEs can build more dynamic and successful organisations.
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