Vassiliki Bamiatzi

Strategies for superior performance under adverse conditions: A focus on small and medium-sized high-growth firms

This article explores the strategies pursued by small and medium-sized firms to actively sustain growth within declining markets. A critical analysis of relevant growth theories informs the development of a semi-structured interview schedule; findings drawn from 20 case studies indicate that firms adopt a multiple-strategy approach in which they simultaneously pursue an innovative differentiation and product or service-customisation strategy. Following this strategy, it was found that firms make an intentional search for high-margin products, avoid aggressive price competition and maintain tight control of costs. The article demonstrates that an adverse environment does not necessarily inhibit firm growth and that individual firm-specific strategies can be invoked to overcome volatile market conditions.

The Role of Competencies in Shaping the Leadership Style of Female Entrepreneurs: The Case of North West of England, Yorkshire, and North Wales

This study investigates linkages between personal competencies and leadership style among female small and micro business owners. Although prior research suggests that leadership style is shaped according to a leaders traits and abilities, few empirical studies corroborate this, particularly among female owners. Using survey data from the North West of ngland, orkshire, and orth ales, we reveal that transformational leadership style is the most dominant style adopted, and it is linked to perceived human and personal competencies as well as entrepreneurial competencies.

Cavusgil’s contribution to export marketing management and strategy

One of the early works by Cavusgil provides the initial step to developing the foundation for the export marketing literature (Cavusgil et al., 1979). This paper delineates the motives of managers to engage in exporting. The paper was shaped around the following research question: ‘What characteristics contribute to successful export activity?’ Exporters and non-export companies were compared through an empirical investigation. Management expectations about the possible contribution of export activities on a firm’s growth and market development are stated to be the primary motivations for exporting. Moreover, future prospects are shaped based on the knowledge of managers about exporting and firmspecific features. First, managers may gain knowledge about foreign markets if they are familiar with the export experiences of other firms and with export potential studies. Additionally, contacts with external change agents such as banks, US Department of Commerce field representatives and so on may provide deeper insights. Moreover, unsolicited export orders and favorable responses in trade fairs can serve as important information sources. Last, an appropriate educational background facilitates exposure to new and relevant information about foreign markets. Second, firm-specific features are related to the product, financial situation and the firm’s structure. Firms having unique products and technology are more willing to take actions in exporting. Furthermore, the amount of existing annual sales, profit aspirations of the manager and the existence of export activity are conditions that create management expectations.

The Role of Human and Social Capital Traits in SMEs Over-Performance During Industrial Downturns: Theoretical Development

In this study we investigate the firm specific factors which facilitate organizational over-performance in declining industries. Despite the extant rich literature on firm growth factors, we are still far from a comprehensive picture on which of them contribute to firm growth the most, especially when adverse environmental contexts are present. Yet, the cyclical nature of industrial downturns and the current economic climate add additional urgency to the above question. Building on the resource based view, the entrepreneurship and small firm growth literatures, while combining the findings from our recent empirical study on 20 highly growing UK SMEs in 19 poor performing sectors, we develop a set of propositions which re-examine the role of leaders, their teams and networks on achieving firm over-performance in adverse conditions. Our findings reveal that these outliers are run by managers with long firm tenure, long output experience and entrepreneurial attitude. They invest in human capital with high levels of firm-specific skills, promote vigorous training and encourage employee participation in the decision making. They also foster multiple informal and formal external networks by building long-term personal relationships with external actors and participating in industry-related events. Overall, by developing and testing an integrative model of SME over-performance in adverse conditions, we address an overlooked gap in the literature, set the foundations for further research and provide practical value to SME managers.