Written by Marc Oliveras

Article 5, Volume 2 Issue 1:

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

María del Mar Alonso-Almeida and Krestin Bremser

DOI: 10.26595/eamr.2014.2.1.5

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.

Keywords


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

Download Article

Written by Marc Oliveras

Article 1, Volume 1 Issue 1:

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

María del Mar Alonso-Almeida and Kerstin Bremser

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.

L’article presenta els resultats d’una enquesta realitzada al 2009 sobre 136 petites empreses espanyoles de serveis. Es van entrevistar propietaris masculins i femenins d’agències de viatges per indicar-ne la preparació per a la crisi i les mesures adoptades per fer front a la crisi. Es van detectar diferències basades en el sexe en la presa de decisions estratègiques. Mentre que els homes i les dones van tenir igual èxit per superar la crisi, les seves estratègies eren diferents. Les dones eren, de mitjana, significativament més joves, que feien servir mesures per centrar-se en el preu, mantenir les mesures socials intactes i, en menor mesura, fer mesures dràstiques per reduir costos (acomiadaments). Els homes utilitzen més mesures dràstiques. Les diferències en l’elecció estratègica es poden atribuir a un estil de lideratge específic de gènere.

Keywords

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

Share this article

Share on linkedin
LinkedIn
Share on whatsapp
WhatsApp
Share on email
Email
Share on twitter
Twitter

By continuing to use the site, you agree to the use of cookies. more information

The cookie settings on this website are set to "allow cookies" to give you the best browsing experience possible. If you continue to use this website without changing your cookie settings or you click "Accept" below then you are consenting to this.

Close