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  • 1.
    Andersén, Jim
    et al.
    University of Skövde, School of Business. University of Skövde, Enterprises for the Future.
    Ljungkvist, Torbjörn
    University of Skövde, School of Business. University of Skövde, Enterprises for the Future.
    Svensson, Lotten
    University of Skövde, School of Business. University of Skövde, Enterprises for the Future.
    Entrepreneurially oriented in what? A business model approach to entrepreneurship2015In: Journal of Small Business and Enterprise Development, ISSN 1462-6004, E-ISSN 1758-7840, Vol. 22, no 3, p. 433-449Article in journal (Refereed)
    Abstract [en]

    Purpose – The purpose of this paper is to illustrate and argue for the necessity of deconstructing the entrepreneurship concept by analyzing entrepreneurial orientation (EO) at various levels of the business model.

    Design/methodology/approach – Literature review supplemented with five illustrative cases.

    Findings – A business model approach to entrepreneurship enables identification of the component of the business model in which entrepreneurship was started. This has several implications for analysis of the EO-performance relationship and for the identification of antecedents to EO.

    Originality/value – The EO of firms has generally been analyzed at a generic level, i.e. the concept has been used to measure and analyze the overall entrepreneurship of firms. In this paper, the authors argue that EO can be present in various dimensions of a business and that firms can be entrepreneurial in certain areas and conservative in other areas.

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  • 2.
    Edvardsson, Ingi Runar
    et al.
    School of Business, University of Iceland, Reykjavik, Iceland.
    Durst, Susanne
    University of Skövde, School of Business. University of Skövde, Enterprises for the Future Research Environment.
    Oskarsson, Gudmundur Kristjan
    School of Business and Science, University of Akureyri, Akureyri, Iceland.
    Strategic outsourcing in SMEs2020In: Journal of Small Business and Enterprise Development, ISSN 1462-6004, E-ISSN 1758-7840, Vol. 27, no 1, p. 73-84Article in journal (Refereed)
    Abstract [en]

    Purpose So far, there are very few empirical research studies available on the outsourcing pattern among small- and medium-sized enterprises (SMEs). The purpose of this paper is to examine strategic outsourcing among Icelandic SME service firms, from 2009 to 2018. Design/methodology/approach The data presented in this paper cover responses from 802 small service firms, which were collected through telephone and online questionnaires. In order to have sufficient data on strategic outsourcing and to ensure a decent analysis, three surveys were combined. Findings The main finding of the present paper is that SMEs that have a developed strategy on outsourcing seem to perform better than those who do not have. The former are more likely to have achieved cost reduction, especially in housing and finance, and they use outsourcing to increase core businesses. They select vendor firms more on the bases of cost and services, rather than personal contacts. Also, these firms have improved service quality, by focusing on their core competences. Originality/value To the authors' knowledge, the present study is one of the few empirical studies that have examined outsourcing in SMEs from a strategic perspective. The findings are valuable for managerial practice and could be a base for outsourcing strategies in SMEs.

  • 3.
    Ljungkvist, Torbjörn
    et al.
    University of Skövde, School of Business. University of Skövde, Enterprises for the Future Research Environment.
    Boers, Börje
    University of Skövde, School of Business. University of Skövde, Enterprises for the Future Research Environment.
    The founder’s psychological ownership and its strategic implications2020In: Journal of Small Business and Enterprise Development, ISSN 1462-6004, E-ISSN 1758-7840, Vol. 27, no 1, p. 85-102Article in journal (Refereed)
    Abstract [en]

    Purpose – The purpose of this paper is to understand the change of the founder’s psychological ownershipwhen s/he sells the business and its implications for the organization’s strategy.Design/methodology/approach – The study contributes with a longitudinal study of psychologicalownership, accounting for its development over time in a Swedish e-commerce company. By applying a casestudy methodology, conclusions are drawn from a vast amount of archival data and interviews. The empiricalmaterial covers the transition from a founder-run, family-owned to a first foreign-owned, and currentlyprivate-equity owned company.Findings – Theoretically, it extends understandings of psychological ownership and its strategicimplications by including former legal owners; that is, how psychological ownership changes after legalownership ceases. Thereby, it develops the individual dimension (founder and former owner) of psychologicalownership as well as its collective dimension (employees toward founder). The paper contributes to thepsychological ownership founder and exit-literatures by highlighting continuity after the formal sale of legalownership and its consequences for the organization.Practical implications – It finds that new legal owners can use this heritage to signal continuity andlaunch strategic changes by transforming it into artifacts.Originality/value – This study extends the understanding of development of psychological ownership offounders from foundation to exit and its consequences for the organization’s strategy. This extension shedsnew light on founders as artifacts of organizations and thereby their role for the organizational heritage.

  • 4.
    Samuelsson, Joachim
    et al.
    University of Skövde, School of Business. University of Skövde, Enterprises for the Future.
    Andersén, Jim
    University of Skövde, School of Business. University of Skövde, Enterprises for the Future.
    Ljungkvist, Torbjörn
    University of Skövde, School of Business. University of Skövde, Enterprises for the Future.
    Jansson, Christian
    University of Skövde, School of Business. University of Skövde, Enterprises for the Future.
    Formal accounting planning in SMEs: the influence of family ownership and entrepreneurial orientation2016In: Journal of Small Business and Enterprise Development, ISSN 1462-6004, E-ISSN 1758-7840, Vol. 23, no 3, p. 691-702Article in journal (Refereed)
    Abstract [en]

    PurposeSeveral studies have highlighted the importance of management accounting practices such as formal short-term planning and formal long-term planning for SME performance. However, few studies have considered what actually explains differences in the use of formal planning (from a management accounting approach) in SMEs. Family ownership and EO are two plausible explanations for such differences. The aim of this study is therefore to examine how family ownership and EO are correlated to the use of formal short-term planning and formal long-term planning in SMEs.

    Design/methodology/approachIn this study, we examined how family ownership and entrepreneurial orientation affect the use of formal planning by analyzing a sample of 156 Swedish manufacturing SMEs, using multivariate regression analysis.

    FindingsAs could be expected, we were able to validate the notion that family firms use less formal planning than non-family firms. However, in contrast to some previous studies, we found that there is a strongly positive relationship between entrepreneurial orientation and the use of formal short-term planning and long-term planning.

    Originality/valueWhereas many previous studies on family business have assumed that family firms use less formal planning than non-family firms, the present study is one of few to actually confirm this notion. Also, this study has provided strong evidence that EO is positively correlated to the use of formal planning, in the short term and in the longer term.

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