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

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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

DOI: 10.26595/eamr.2014.1.1.1

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.

Keywords


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

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