Essays about: "small-medium enterprises SMEs"
Showing result 16 - 20 of 28 essays containing the words small-medium enterprises SMEs.
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16. Navigate Business Model Innovation withKnowledge : A Quantitative Study on Knowledge Managementand Business Model Innovation in Sweden
University essay fromAbstract : Purpose - The purpose of this paper is to explore the relationship between knowledgesources, knowledge capacities, and business model innovation in small medium-sizeenterprises (SMEs) and discover the specific pattern among the three groups. Design/methodology - A total of 103 SMEs' CEOs, entrepreneurs and seniormanagers provide the samples for exploratory factor analyses and multiple regressionanalyses. READ MORE
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17. Assessing the role of entrepreneurial social capital for effective network management in small-medium enterprises (SMEs) in the UK
University essay from KTH/Industriell ekonomi och organisation (Inst.)Abstract : .... READ MORE
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18. Software Development across Time Zones : A Study of Globally Distributed Software Development in Small Enterprises
University essay from InformationssystemAbstract : Globally distributed software development has become an important topic for small and medium enterprises. However, the distinct requirements of small and medium enterprises (SMEs) are still not fullyunderstood. READ MORE
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19. Brand Internationalization through Brand Identity and Alignment : The case of Swedish Outdoor SMEs
University essay from FöretagsekonomiAbstract : A brand is more than a product and small-medium-enterprises (SMEs) have the possibility to exploit the full potentials of branding. Even when currently still underestimated, branding provides benefits for SMEs. READ MORE
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20. Business Model Transformation in a Biotechnology Company
University essay from Lunds universitet/Företagsekonomiska institutionenAbstract : Business models (BMs) aim to create value for both customer and organizations (Johnson, et al., 2008). However, many organizations over focus on their existing business model(s) and they fail to transform their BM’s to exploit further opportunities and to adapt them to the changing dynamics of the market (Govindarajan & Trimble, 2011). READ MORE