Competing Effectively: Environmental Scanning, Competitive Strategy, and Organizational Performance in Small Manufacturing Firms

By R. M. Beal. 2000

480 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/07c877930b2cc2a5eacddfa797f60162cb9ee062

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Citations in the corpus

When do Dynamic Capabilities Lead to Competitive Advantage? The Importance of Strategic Fit (2018, unknown): “Rather, efficiency-focused activities become key (Lee and Miller, 1996), and dynamic capabilities help foster competitive advantage by improving cost efficiency in a systematic manner (Barrales-Molina et al., 2014; Beal, 2000).”
Entrepreneurial skills assessment: an exploratory study (2007, background): “A study by Beal (2000) provided a deeper understanding of the linkages between environmental scanning, environmental conditions, competitive strategy and firm performance.”
Characteristics of organizational structure relating to hybrid competitive strategy: Implications for performance (2012, methodology): “…(lowcost, marketing differentiation and innovation differentiation) with reflective multi-item seven-point scales, using a combination of items from previous studies (Beal, 2000; Govindarajan, 1988; Lee and Miller, 1996; Miller, 1988; Miller et al., 1988; Pelham and Wilson, 1996; Souitaris, 2001).”
Strategic Interventions in Intellectual Asset Flows (2002, background): “IA owners who monitor activities and trends in their environments are thought to be more able to devise comprehensive strategies appropriate to important external developments (Beal, 2000; Miller & Toulouse, 1998).”
Internationalization and Performance: Small and Medium Enterprises (SMEs) in Malaysia (2010, methodology): “2.3.1 Components of firm performance The approach to measure financial performance was adopted from Beal (2000) with a little amendment that includes people turnover.”
Top management attention to innovation: The role of search selection and intensity (2009, methodology): “This measure is adopted from prior research (e.g., Beal, 2000; Daft, Sormunen, & Parks, 1988) and is broken down into 12 categories: TMT members, managers not part of TMT, nonmanagers, consultants, suppliers, customers, alliance partners, competitors, government, university, investors, and other…”
Turning Agents into Psychological Principals: Aligning Interests of Non‐Owners Through Psychological Ownership (2013, unknown): “(2009) emphasize the critical role of senior managers, as entrepreneurial ideas and actions are more likely to arise from their activities than from tasks performed at lower managerial levels (Beal, 2000).”