The integrative management model for restructuring small and MEDIUM-SIZED enterprises (SME)

Simple item page
dc.contributor.authorTamošiūnas, Andrius
dc.contributor.otherEkonomická fakultacs
dc.date.accessioned2017-10-02
dc.date.available2017-10-02
dc.date.issued2017-10-02
dc.description.abstractThe article presents the integrative SME restructuring management model. The model is aimed at divergent and sustained competitive performance, specifying measures for improving strategic management, rationalizing management functions and assessing influence of its results on SME competitiveness. The respective technique is proposed for enterprise efficiency evaluation in terms of strategic and functional management. As to prepare the proper strategy for SME restructuring the author have determined and hence recommend the regularities for strategic decisions making towards restructuring as well as the ones for the rational selection of restructuring techniques. When executing SME restructuring author proposes to use the complex set of measures determined in order to ensure the reasonable efficiency of functions of the enterprise as well as its products. In order to ensure rational management of restructuring the respective technique is also proposed to evaluate the efficiency of SME restructuring. This let as to evaluate the benefit of the executed changes within the enterprise as to identify the directions and actions needed to continue increasing the efficiency of the enterprise activity. Based on the outcome of empirical investigations of SME restructuring in the EU over the last decade, underlining its specifics and complexity, the paper reveals the benefit of use of the proposed model specifying all its phases to relevant techniques and actions. Results of its application in practice also confirm the prevailing flexibility when applying the model while characteristics of the complex of measures set under the latter can be adjusted to the specifics of SME and its business environment. While leading to greater possibilities to rationalize restructuring process, the model created by the author also provides an SME with prerequisites to improve the use and development of human, material and financial potentials with pivotal contribution to its sustained competitiveness even in a changing business environment.en
dc.formattext
dc.format.extent16 s.cs
dc.identifier.doi10.15240/tul/001/2017-3-003
dc.identifier.eissn2336-5604
dc.identifier.issn1212-3609
dc.identifier.urihttps://dspace.tul.cz/handle/15240/20913
dc.language.isoen
dc.publisherTechnical university of Liberec, Czech Republicen
dc.publisherTechnická Univerzita v Libercics
dc.publisher.abbreviationTUL
dc.relation.isbasedonAidis, R., & Van Praag, M. (2007). Illegal entrepreneurship experience: does it make a difference for business performance and motivation? Journal of Business Venturing, 22(2), 283-310. doi:10.1016/j.jbusvent.2006.02.002.
dc.relation.isbasedonAnderson, C. (2008). The Long Tail: Why the Future of Business is Selling Less of More. New York, NY: Hyperion.
dc.relation.isbasedonBosma, N., & Amoros, J. E. (2013). GEM Global Entrepreneurship Monitor, 2013 Global Report. Global Entrepreneurship Research Association (GERA).
dc.relation.isbasedonBulgarian Small and Medium Enterprises Promotion Agency (BSMEPA). (2011). Analysis of the situation and factors for development of SMEs in Bulgaria, SMEs in the crisis context. Sofia: Noema, Sofia.
dc.relation.isbasedonCope, J. (2011). Entrepreneurial learning from failure: An interpretative phenomenological analysis. Journal of Business Venturing, 26(6), 604-623. doi:10.1016/j.jbusvent.2010.06.002.
dc.relation.isbasedonCSO. (2008). International sourcing: Moving Irish business activity abroad. Dublin.
dc.relation.isbasedonDe Kok, J., Vroonhof, P., Verhoeven, W., Timmermans, N., Kwaak, T., Snijders, J., & Westhof, F. (2011). Do SMEs create more and better jobs? Zoetermeer: EIM.
dc.relation.isbasedonDervillé, M., & Allaire, G. (2014). Change of competition regime and regional innovative capacities: Evidence from dairy restructuring in France. Food Policy, 49, 347-360. doi:10.1016/j.foodpol.2014.09.002.
dc.relation.isbasedonDeschryvere, M., & Kotiranta, A. (2008). Domestic employment effects of offshoring: Empirical evidence from Finland [Discussion Papers No. 1166]. The Research Institute of the Finnish Economy.
dc.relation.isbasedonEC. (2003). Statistical Methods for Potential Output Estimation and Cycle Extraction. EC, Brussels.
dc.relation.isbasedonEC. (2005). The New SME Definition: User Guide and Model Declaration. DG Enterprise and Industry Publications.
dc.relation.isbasedonEC. (2006). Communication from the Commission to the Council, the European Parliament, the European Economic and Social Committee and the Committee of the Regions, Implementing the Lisbon community programme for growth and jobs, transfer of businesses – continuity through a new beginning, COM(2006) 117 final, Brussels: EC.
dc.relation.isbasedonEC. (2013a). A recovery on the horizon? Brussels: EC.
dc.relation.isbasedonEC. (2013b). Conclusions on multiannual financial framework, No EUCO 37/13.
dc.relation.isbasedonEC. (2007). Supporting the internationalization of SMEs. Brussels: DG Enterprise and Industry.
dc.relation.isbasedonEIM, Ikei Research and Consultancy. (2009). EU SMEs and subcontracting, Zoetermeer/Brussels.
dc.relation.isbasedonEIM. (2010). Internationalisation of European SMEs. Zoetermeer/Brussels: European Commission, Directorate–General for Enterprise and Industry.
dc.relation.isbasedonEurostat. (2011). The proportion of unsuccessful loan applications by SMEs has risen with the economic crisis [Eurostat news release 144/2011].
dc.relation.isbasedonEurostat. (2013). Eurostat yearbook 2012. Eurostat.
dc.relation.isbasedonGalbraith, C., Rodriguez, C., & DeNoble, A. (2008). SME Competitive strategy and location behavior: an exploratory study of high-technology manufacturing. Journal of Small Business Management, 46(2), 183-202. doi:10.1111/j.1540-627X.2008.00239.
dc.relation.isbasedonGallup. (2007). Observatory of European SMEs. Analytical report [Flash Eurobarometer 196]. Brussels: European Commission.
dc.relation.isbasedonGladwell, M. (2000). The tipping point: how little things can make a big difference. Little Brown.
dc.relation.isbasedonGrüne, H. P. (2009). Information technology: Efficient restructuring and the productivity puzzle. Journal of Economic Behavior & Organization, 72(3), 916-929. doi:10.1016/j.jebo.2009.09.003.
dc.relation.isbasedonIME GSEVEE. (2012). Economic climate trends, Athens: GSEVEE small enterprises institute.
dc.relation.isbasedonKelly, D. J., Bosma, N., & Amoros, J. E. (2011). GEM Global Entrepreneurship Monitor, 2010 Global Report. Global Entrepreneurship Research Association (GERA).
dc.relation.isbasedonKontinen, T. (2011). Internationalization pathways of family SMEs (Doctoral dissertation). Retrieved from Jyvaskyla Studies in Business and Economics (100).
dc.relation.isbasedonKitching, J., Hart, M., & Wilson, N. (2010). Regulation: constraint on, or enabler of, business performance? Evidence from UK small enterprises. Maastricht: RENT XXIV: Research in Entrepreneurship and Small Business, November 17–20.
dc.relation.isbasedonKitching, J., Smallbone, D., Xheneti, M., & Kasperova, E. (2011). Adapting to a fragile recovery: SME responses to recession and post-recession performance. Institute for Small Business and Entrepreneurship (ISBE). Sheffield: 34th Annual Conference, ‘Sustainable futures: enterprising landscapes and communities’ 9–10 November 2011.
dc.relation.isbasedonKowalewska, A. (2010). Firmy rodzinne w polskiej gospodarce – szanse i wyzwania. Warsaw: Polska Agencja Rozwoju Przedsiębiorczości.
dc.relation.isbasedonKowalska, I. J. (2015). Challenges for long-term industry restructuring in the Upper Silesian Coal Basin: What has Polish coal mining achieved and failed from a twenty-year perspective? Resources Policy, 44,: 135-149. doi:10.1016/j.resourpol.2015.02.009.
dc.relation.isbasedonKPMG. (2007). Thinking Big! SME Action Day. Brussels: Business Europe.
dc.relation.isbasedonKPMG. (2009). Redukcja kosztow – doraźna potrzeba czy długofalowe działanie? KPMG.
dc.relation.isbasedonMandl, I. (2008). Overview of family business relevant issues. Final Report. Brussels: European Commission.
dc.relation.isbasedonNBER Business Cycle Dating Committee. (2010, September 20). Report of National Bureau of Economic Research (NBER), US. Retrieved from: http://www.nber.org/cycles/sept2010.pdf.
dc.relation.isbasedonOECD. (2013). Entrepreneurship at a Glance 2013. Paris: OECD.
dc.relation.isbasedonOrłowski, W., Pasternak, R., Flaht, K., & Szubert, D. (2010). Procesy inwestycyjne i strategie przedsiębiorstw w czasach kryzysu. Warszawa: Polska Agencja Rozwoju Przedsiębiorczości.
dc.relation.isbasedonRuiz, J., & Coduras, A. (2015). Can company restructuring create a healthier work environment, promote corporate entrepreneurship, and improve productivity? Journal of Business Research, 68(7), 1466-1467. doi:10.1016/j.jbusres.2015.01.035.
dc.relation.isbasedonSauka, A., & Welter, F. (2014). Determinants of Business Insolvencies During Economic Growth and Recession in Latvia. Journal of Baltic Studies, 45(3), 375-396. doi:10.1080/01629778.2013.848372.
dc.relation.isbasedonTamošiūnas, A. (2014). The model for evaluation of corporate strategic changes in the context of climate change: plywood manufacture. Journal of Business Economics and Management, 15(1), 135-152. doi:10.3846/16111699.2013.801880.
dc.relation.isbasedonVoss, E. (2009). Cooperation between SMEs and trade unions in Europe on common economic and social concerns. Hamburg: Wilke, Maack und Partner.
dc.relation.isbasedonWymenga, P., Spanikova, V., Barker, A., Konings, J., & Canton, E. (2012). EU SMEs in 2012: at the crossroads. Rotterdam: EC, Ecorys.
dc.relation.isbasedon4Results. (2009). Raport poświęcony zmianom strategii zarządzania w polskich przedsiębiorstwach w okresie kryzysu gospodarczego w 2009 roku. Warsaw: 4Results.
dc.relation.ispartofEkonomie a Managementcs
dc.relation.ispartofEconomics and Managementen
dc.relation.isrefereedtrue
dc.rightsCC BY-NC
dc.subjectSMEen
dc.subjectrestructuringen
dc.subjectmanagementen
dc.subjectcompetitivenessen
dc.subjectperformanceen
dc.subjectbusiness developmenten
dc.subject.classificationM11
dc.subject.classificationM13
dc.subject.classificationM21
dc.subject.classificationM29
dc.titleThe integrative management model for restructuring small and MEDIUM-SIZED enterprises (SME)en
dc.typeArticleen
local.accessopen
local.citation.epage51
local.citation.spage36
local.facultyFaculty of Economics
local.fulltextyes
local.relation.abbreviationE+Mcs
local.relation.abbreviationE&Men
local.relation.issue3
local.relation.volume20
Files
Original bundle
Now showing 1 - 1 of 1
Thumbnail Image
Name:
EM_3_2017_03.pdf
Size:
2.09 MB
Format:
Adobe Portable Document Format
Description:
Článek
Download
Collections
Číslo 3