{"title":"Factors influence performance of B2B SMEs of emerging economies: view of owner-manager","authors":"Amber Sayal, Saikat Banerjee","doi":"10.1108/jrme-06-2020-0082","DOIUrl":null,"url":null,"abstract":"\nPurpose\nSmall and medium enterprises (SMEs) of emerging economies play a key role in driving a country’s economic development. Business-to-business (B2B) SMEs of emerging economies play a key role in driving a country’s economic development. Past researchers have recognized that such impacts are simply magnified by B2B entrepreneurs. However, the performance of B2B SMEs and the contributory factors behind such performance has got limited attention. This study aims to explore factors impacting the performance of B2B SMEs of emerging economies as viewed by SME owner-manager.\n\n\nDesign/methodology/approach\nIn this study, we have taken Indian B2B SMEs as our focal point of study. Primary data has been collected from the owner-manager of auto component SMEs of India. This study has examined direct and indirect (mediating) effects of predictors on outcome variables. In this study, structural equation modelling was used through AMOS 22 and the default method-maximum likelihood for estimating the model.\n\n\nFindings\nThe result shows that entrepreneurial orientation (EO), growth orientation (GO) and market orientation (MO) directly impact the performance of B2B SMEs. It also reveals that brand orientation (BO) mediates the relationship between EO, GO and MO and performance for B2B SMEs. The result advocates that for B2B SMEs operating in emerging economies, being brand-oriented is a prominent strategic move for sustainable performance.\n\n\nOriginality/value\nThe current empirical research to bridge the research gap in the context of B2B SMEs from emerging economies by exploring important factors, propose their impact on the performance of B2B SMEs and empirically test those hypothesized relationships. This study deciphers that being brand-oriented impacts the entrepreneurial spirit, growth objectives and market readiness of the B2B SMEs and, in turn, influences the performance of B2B SMEs. The study advocates that B2B SMEs from emerging economies should adopt a BO approach and they should invest in the brand-building process.\n","PeriodicalId":45322,"journal":{"name":"Journal of Research in Marketing and Entrepreneurship","volume":" ","pages":""},"PeriodicalIF":2.0000,"publicationDate":"2022-01-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":"2","resultStr":null,"platform":"Semanticscholar","paperid":null,"PeriodicalName":"Journal of Research in Marketing and Entrepreneurship","FirstCategoryId":"1085","ListUrlMain":"https://doi.org/10.1108/jrme-06-2020-0082","RegionNum":0,"RegionCategory":null,"ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":null,"EPubDate":"","PubModel":"","JCR":"Q3","JCRName":"BUSINESS","Score":null,"Total":0}
引用次数: 2
Abstract
Purpose
Small and medium enterprises (SMEs) of emerging economies play a key role in driving a country’s economic development. Business-to-business (B2B) SMEs of emerging economies play a key role in driving a country’s economic development. Past researchers have recognized that such impacts are simply magnified by B2B entrepreneurs. However, the performance of B2B SMEs and the contributory factors behind such performance has got limited attention. This study aims to explore factors impacting the performance of B2B SMEs of emerging economies as viewed by SME owner-manager.
Design/methodology/approach
In this study, we have taken Indian B2B SMEs as our focal point of study. Primary data has been collected from the owner-manager of auto component SMEs of India. This study has examined direct and indirect (mediating) effects of predictors on outcome variables. In this study, structural equation modelling was used through AMOS 22 and the default method-maximum likelihood for estimating the model.
Findings
The result shows that entrepreneurial orientation (EO), growth orientation (GO) and market orientation (MO) directly impact the performance of B2B SMEs. It also reveals that brand orientation (BO) mediates the relationship between EO, GO and MO and performance for B2B SMEs. The result advocates that for B2B SMEs operating in emerging economies, being brand-oriented is a prominent strategic move for sustainable performance.
Originality/value
The current empirical research to bridge the research gap in the context of B2B SMEs from emerging economies by exploring important factors, propose their impact on the performance of B2B SMEs and empirically test those hypothesized relationships. This study deciphers that being brand-oriented impacts the entrepreneurial spirit, growth objectives and market readiness of the B2B SMEs and, in turn, influences the performance of B2B SMEs. The study advocates that B2B SMEs from emerging economies should adopt a BO approach and they should invest in the brand-building process.
期刊介绍:
The Journal of Research in Marketing and Entrepreneurship (JRME) publishes research that contributes to our developing knowledge of entrepreneurial and small business marketing. Even though research into the relationship between marketing and entrepreneurship is still relatively young, the subject has thus far proved exciting and thought provoking, and critical thinking has progressed rapidly.The journal stands at the interface of research in marketing and entrepreneurship. Coverage may include, but is not limited to: -The size and structure of the entrepreneurial enterprise. -SMEs and micro businesses approach marketing -Intrapreneurship -The role of entrepreneurship in marketing -The role of marketing in entrepreneurship -How do successful entrepreneurs market their product and services? -Competencies necessary for the successful entrepreneur -The role of entrepreneurship (and, as appropriate, intrapreneurship) in the development of organizations -Life cycles of organizations: the stages in the growth of firms and the analysis of critical episodes -The influence of external help, support, and personal contact networks -Opportunity recognition -Relationships between SMEs and larger firms: how SMEs interact successfully with larger firms and how these larger firms in turn manage their relationships with SMEs -Strategic and management issues that pertain to marketing -Cultural and sociological perspectives of the entrepreneur -Cross-cultural studies and work on developing economies -Appropriate research methodologies