Managerial capabilities and paths to growth as determinants of high-growth small and medium-sized enterprises

By José L. Barbero, José C. Casillas, H. Feldman. 2011

159 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/f1215219ad4a69f1c140afbf405705eb60203934

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Citations in the corpus

• The usage of digital marketing channels in SMEs (2015, background): “Firm-specific and owner-manager factors such as capabilities, motivation, background and experience are focal factors determining the strategic business choices of SMEs (Barbero et al., 2011; Delmar and Wiklund, 2008) such as the usage of digital channels (Dholakia and Kshetri, 2004; Karjaluoto and ”
• Small business performance: business, strategy and owner‐manager characteristics (2013, background): “As was expected, factors relating to business characteristics, owner-manager characteristics and business strategy can all be important in understanding small firm growth (e.g. Storey, 1994; Dobbs and Hamilton, 2007; Barbero et al., 2011; Hamilton, 2012; Hansen and Hamilton, 2011).”
• Distinguishing micro-businesses from SMEs: a systematic review of growth constraints (2016, background): “For example, marketing and financial capabilities facilitate high growth by enabling market expansion and innovation (Barbero et al., 2011), the lack of managerial, marketing and sales skills being reported as top growth constraints (Bryson et al., 1997).”
• The strategic management of high-growth firms:a review and theoretical conceptualization (2017, unknown): “Although several studies in our review indicated the importance of a technology strategy (Fombrun and Wally, 1989) or an innovation strategy (Barbero et al., 2011), we found few empirical studies on how innovation-oriented strategies moderate innovation output in relation to high growth.”
• Beyond green niches? Growth strategies of environmentally-motivated social enterprises (2014, background): “Barbero et al. (2011) found that rapid and intensive small and medium enterprise (SME) growth requires high capabilities in specific functional areas, with marketing and financial capabilities being positively associated with market expansion and innovation.”
• Strategies for superior performance under adverse conditions: A focus on small and medium-sized high-growth firms (2014, background): “Such a strategy can augment growth potential by strengthening core competences and establishing competitive advantages (Barbero et al., 2012; Westhead and Wright, 2011).”
• The role of intellectual resources, product innovation capability, reputational resources and marketing capability combinations in firm growth (2014, methodology): “controlled by a firm that enable it to conceive and implement strategies that improve efficiency and effectiveness (Barney, 1991), and ultimately drive performance. This definition is broad and all-inclusive (Priem and Butler, 2001) yet, if its all-inclusive nature is accepted, there may be nothing ”