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Competitive strategy of Malaysian small and medium enterprises : an exploratory investigation.

Purpose – The purpose of this paper is to explore the competitive strategy emphasised by SMEs in order to cope with global competition. Design/methodology/approach – A self-administrative questionnaire was distributed to 300 potential respondents in the F&B and T&C manufacturing industries t...

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Main Author: Mohd Rosli Mohamad
Format: Non-Indexed Article
Published: 2012
Online Access:http://discol.umk.edu.my/id/eprint/7642/
http://www.aijcrnet.com/journals/Vol_2_No_1_January_2012/10.pdf
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id my.umk.eprints.7642
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spelling my.umk.eprints.76422022-05-23T10:21:26Z http://discol.umk.edu.my/id/eprint/7642/ Competitive strategy of Malaysian small and medium enterprises : an exploratory investigation. Mohd Rosli Mohamad Purpose – The purpose of this paper is to explore the competitive strategy emphasised by SMEs in order to cope with global competition. Design/methodology/approach – A self-administrative questionnaire was distributed to 300 potential respondents in the F&B and T&C manufacturing industries throughout Malaysia. A total of 212 respondents or small and medium enterprises returned the completed questionnaires. Data analysis was conducted using mean scores and t-tests. Findings – The SMEs have placed high emphasis on firm management, marketing and human resource management; and moderate emphasis on total innovation. On the other hand, low emphasis can be seen in some innovation elements and all global orientation indicators. Results also show that the competitive strategies between the F&B and T&C industries are significantly different in innovation and global orientation. Research limitations/implications – With greater competition in the globalised market, emphasis on firm management, marketing and human resource management are insufficient. The SMEs also should give greater priority to dynamic capabilities, especially innovation and global orientation, in order to survive in the marketplace. Originality/value – Similar emphasis on firm management, marketing and human resource management indicates that the SMEs have slim competitive advantages in these basic resources and capabilities. Therefore, the findings serve a strong signal for SMEs to step up their competitive strategies more towards improving dynamic capabilities in innovation and global orientation. 2012-01 Non-Indexed Article NonPeerReviewed Mohd Rosli Mohamad (2012) Competitive strategy of Malaysian small and medium enterprises : an exploratory investigation. American International Journal of Contemporary Research, 2 (1). pp. 93-105. ISSN 2162-142X http://www.aijcrnet.com/journals/Vol_2_No_1_January_2012/10.pdf
institution Universiti Malaysia Kelantan
building Perpustakaan Universiti Malaysia Kelantan
collection Institutional Repository
continent Asia
country Malaysia
content_provider Universiti Malaysia Kelantan
content_source UMK Institutional Repository
url_provider http://umkeprints.umk.edu.my/
description Purpose – The purpose of this paper is to explore the competitive strategy emphasised by SMEs in order to cope with global competition. Design/methodology/approach – A self-administrative questionnaire was distributed to 300 potential respondents in the F&B and T&C manufacturing industries throughout Malaysia. A total of 212 respondents or small and medium enterprises returned the completed questionnaires. Data analysis was conducted using mean scores and t-tests. Findings – The SMEs have placed high emphasis on firm management, marketing and human resource management; and moderate emphasis on total innovation. On the other hand, low emphasis can be seen in some innovation elements and all global orientation indicators. Results also show that the competitive strategies between the F&B and T&C industries are significantly different in innovation and global orientation. Research limitations/implications – With greater competition in the globalised market, emphasis on firm management, marketing and human resource management are insufficient. The SMEs also should give greater priority to dynamic capabilities, especially innovation and global orientation, in order to survive in the marketplace. Originality/value – Similar emphasis on firm management, marketing and human resource management indicates that the SMEs have slim competitive advantages in these basic resources and capabilities. Therefore, the findings serve a strong signal for SMEs to step up their competitive strategies more towards improving dynamic capabilities in innovation and global orientation.
format Non-Indexed Article
author Mohd Rosli Mohamad
spellingShingle Mohd Rosli Mohamad
Competitive strategy of Malaysian small and medium enterprises : an exploratory investigation.
author_facet Mohd Rosli Mohamad
author_sort Mohd Rosli Mohamad
title Competitive strategy of Malaysian small and medium enterprises : an exploratory investigation.
title_short Competitive strategy of Malaysian small and medium enterprises : an exploratory investigation.
title_full Competitive strategy of Malaysian small and medium enterprises : an exploratory investigation.
title_fullStr Competitive strategy of Malaysian small and medium enterprises : an exploratory investigation.
title_full_unstemmed Competitive strategy of Malaysian small and medium enterprises : an exploratory investigation.
title_sort competitive strategy of malaysian small and medium enterprises : an exploratory investigation.
publishDate 2012
url http://discol.umk.edu.my/id/eprint/7642/
http://www.aijcrnet.com/journals/Vol_2_No_1_January_2012/10.pdf
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score 13.211869

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