Article 5, Volume 2 Issue 1:

Dynamic capabilities and SME: the example of Chinese tourism companies in Spain

Author

María del Mar Alonso-Almeida – (Universidad Autónoma de Madrid)

Krestin Bremser – (Pforzheim University of Applied Sciences)

Received November 20, 2015; accepted November 26, 2015.

Abstract

Purpose: The study investigates the strategies of Chinese SME in the tourism sector in Spain to detect if these entrepreneurs employed specific strategies based on the development of dynamic capabilities that could be adopted from other small companies as well. Additionally, the deployment of dynamic capabilities is researched.

Design / Methodology / Approach: The study is exploratory and relies on case studies of three Chinese owned small companies that have been operating from Spain. Cases were chosen to represent different length of investments in Spain, different markets served as well as different ownership structures.

Findings: Environmental perceptions play an important role in the development of dynamic capabilities in SME of the tourism sector. New product development and knowledge accumulation are the main capabilities employed.

Propósito: El estudio investiga las estrategias de las PYME chinas en el sector turístico en España para detectar si estos empresarios emplearon estrategias específicas basadas en el desarrollo de capacidades dinámicas que podrían adoptarse también de otras pequeñas empresas. Además, se investiga el despliegue de capacidades dinámicas.

Diseño / Metodología / Enfoque: El estudio es exploratorio y se basa en estudios de casos de tres pequeñas empresas de propiedad china que han estado operando desde España. Se eligieron casos para representar diferentes períodos de inversión en España, diferentes mercados atendidos y diferentes estructuras de propiedad.

Resultados: Las percepciones ambientales juegan un papel importante en el desarrollo de capacidades dinámicas en las PYME del sector turístico. El desarrollo de nuevos productos y la acumulación de conocimiento son las principales capacidades empleadas.

Citation

Bremser, K., & Alonso‐Almeida, M. D. M. (2015). Dynamic Capabilities and SME: The Example of Chinese Tourism Companies in Spain. European Accounting and Management Review2(1), 126-138.

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Keywords

  • Dynamic capabilities
  • Tourism
  • Entrepreneurship
  • Financial crisis
  • Spain

Palabras clave

  • Capacidades dinámicas
  • Turismo
  • Emprendimiento
  • Crisis financiera
  • España

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Article 1, Volume 1 Issue 1:

Strategic management decisions in power positions to achieve business excellence in small service businesses: does gender matter?

Author

María del Mar Alonso-Almeida – (Universidad Autónoma de Madrid)

Kerstin Bremser – (Pforzheim University)

Received April 1, 2014; accepted June 17, 2014.

Abstract

The paper presents the results of a 2009 survey of 136 Spanish small service businesses. Male and female owners of travel agencies were interviewed to indicate their crisis readiness and measures taken to confront the crisis. Gender based differences in strategic decision-making were detected. Whereas men and women were equally successful to overcome the crisis, their strategies differed. Women were on average significantly younger, employed measures focusing on price, kept social measures intact and employed to a lesser extent drastic measures to reduce costs (layoffs, dismissals). Men used drastic measures most. The differences in strategic choice can be attributed to a gender specific leadership style.

El documento presenta los resultados de una encuesta realizada en 2009 a 136 pequeñas empresas españolas de servicios. Se entrevistó a los propietarios de las agencias de viajes para indicar su preparación para la crisis y las medidas adoptadas para enfrentarla. Se detectaron diferencias de género en la toma de decisiones estratégicas. Mientras que hombres y mujeres tuvieron el mismo éxito para superar la crisis, sus estrategias diferían. En promedio, las mujeres eran significativamente más jóvenes, emplearon medidas centradas en el precio, mantuvieron intactas las medidas sociales y emplearon en menor medida medidas drásticas para reducir los costos (despidos). Los hombres usaron medidas más drásticas. Las diferencias en la elección estratégica se pueden atribuir a un estilo de liderazgo específico de género.

Citation

Alonso‐Almeida, M. D. M., & Bremser, K. (2014). Strategic management decisions in power positions to achieve business excellence in small service businesses: does gender matter?. European Accounting and Management Review1(1).

Figures

Keywords

  • Gender
  • Tourism
  • Small services
  • Crisis management
  • Decision-taking

Palabras clave

  • Género
  • Turismo
  • Servicios pequeños
  • Gestión de crisis
  • Toma de decisiones

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