A case study of a simultaneous integration in an SME

Purpose Significant interest in Integrated Management Systems (IMS), as a key area within ISO-related Management System Standards (MSS) literature, has been evident from both academia and industry over the past three decades. This study aims to map the evolution and current state of IMS research and propose possible directions for future studies. Design/methodology/approach A comprehensive content and bibliometric analysis of 846 documents from the Scopus database across the period 1995 to 2023 was conducted. This included performance analysis to track publication trends and identify key contributors, and content analysis to specify dominant research methodologies and the MSS most commonly integrated. Furthermore, science mapping techniques—such as co-authorship networks, keyword co-occurrence analysis, and bibliographic coupling—were utilized to outline the collaborative networks and the conceptual and intellectual structure of the field. Findings The study identifies three principal IMS research themes: the practical implementation of IMS, their role in promoting sustainability and social responsibility, and their impact on continuous performance improvement. It also highlights the field’s evolution and key research constituents—including influential works, prolific authors, leading academic institutions and countries, and top publishing journals. It further reveals that IMS research exhibits strong collaboration across authors and countries, and a rich methodological plurality, notably with a marked increase in empirical surveys in recent years. Additionally, it identifies the most frequently referenced MSS for integration, prominently featuring ISO 9001, ISO 14001, and ISO 45001/OHSAS 18001. Originality/value This study is original in its application of a dual analytical approach—bibliometric and content analysis—to provide a holistic overview of IMS research. It offers new insights into the integration of diverse MSS and proposes several promising paths for future research. Among the most prominent are standardizing IMS fundamental specifications, conducting more empirical research with advanced methods to evaluate the effects of MSS integration, providing practical support for organizations in IMS implementation through tailored methodologies and tools, and exploring the potential of Industry 4.0 and 5.0 technologies to advance IMS practices.

Implementing environmental with other standardized management systems: Scope, sequence, time and integration

This paper discusses how a systems approach to management can be used to facilitate the development and implementation of an integrated management system (IMS) in an organization. It is argued that any solution to address the rapidly growing need for the integration of function‐specific management systems requires two elements: a conceptual model and a supporting methodology. While the research on IMS modelling is fairly advanced, evidenced by a number of existing models that would probably qualify to provide the basis for integration, development of methodologies to achieve fully‐integrated systems is still lacking. This paper therefore provides a set of criteria for selection of the most appropriate IMS model, followed by a discussion of one such model based on the systems approach. The presented model can be used to integrate the requirements of existing and upcoming function‐specific management system standards, and provide a foundation for the top‐down integration of internal systems that these standards describe. Subsequently, a short discussion on the issue of the IMS methodology is given, and the paper concludes with a list of questions that will help researchers design a comprehensive IMS methodology.

PurposeProduct advantage is consistently identified as the most important product characteristic in explaining the adoption and success of a new product. In small- and medium-size enterprises (SMEs), in particular, improving new product performance is critical in supporting SME survival and growth. Given that SMEs are a vital component of most economies improving their ability to effectively launch new products is an essential activity for sustainability. However, although literature illustrates that developing products with high levels of product advantage and new product development is advantageous, few studies have explored product advantage activities in SMEs and consequently research on product advantage is over-reliant on large firm studies. Given the specific resource constraints which challenge SME new product development (i.e. financial, expertise, access to networks etc.) context-specific research is critical. The purpose of this paper is to address these gaps in literature by exploring the product advantage activities in four manufacturing SMEs actively engaged in product development.Design/methodology/approachThe research question centres on exploring the antecedents of product advantage in SMEs (market uncertainties, competitive intensity, resource uncertainties and technological uncertainties) in the context of multi-dimensional perspective of product advantage (consisting of product innovativeness, product superiority and product meaningfulness). A qualitative interpretivist approach was used to explore the research question exploring the antecedents to, and nature of, product advantage in SMEs. Case studies were used to inductively and holistically view SMEs in their entirety, this approach facilitated in-depth understanding of the reality of the SME and allowed for the interpretation of the SMEs owner/managers perspectives on product advantage.FindingsThe empirical findings suggest that the most significant antecedent of product advantage in the case SMEs was competitive intensity followed by technology uncertainty and resource uncertainty and then market uncertainty. Product advantage was found to be strongly based on product meaningfulness with elements of product innovativeness and product superiority also defining their perspective of product advantage.Research limitations/implicationsThere are several implications for SME owner/managers arising from this study. In the context of these findings, SMEs need to carefully consider three issues in supporting their new product development: first, their dependence on letting existing customers drives their new product development; second, owner/manager perceptions of product advantage are focused on delivering guaranteed sales, this focus nurtures incremental continuous product development rather than radical discontinuous innovation. While this strategy is low risk and supports SME sustainability, it could lead to less ambitious innovation strategies and slower growth for SMEs; third, antecedents of product advantage such as competitive intensity, technology uncertainty and resource uncertainty and market uncertainty need to carefully managed.Originality/valueThis study illustrates the complex nature of the antecedents and nature of product advantage in SMEs. The study provides insight into the product advantage characteristics that SMEs consider important in the development of new products. Different elements of each of the three product advantage constructs (product meaningfulness, product superiority and customer meaningfulness) are considered important under different conditions. Throughout this analysis, market needs and wants, technology, competitors and resources emerged as the defining conditions upon which product advantage decisions are based. More specifically knowledge regarding the market, technology, competition and the availability of resources dictated the type and levels of advantages that were presented in new products.

<p class="AbstractText">Micro, small and medium-sized enterprises (SMEs) are considered to be the engine of the European economy. In EU SMEs make up more than 99% of all companies and provide around 75 million jobs. They are a key source of job creation and stimulation of entrepreneurial spirit and innovation and are therefore essential for fostering competitiveness and maintaining employment in the EU. Yet SMEs often have problems in raising funds to finance fixed investments and inventory and working capital. SMEs mostly use internal sources while the most important external sources of SMEs are bank loans, which are not easily accessible. Hence, one of the priorities of the European Commission is stimulating SMEs through EU funds and programs in order to enable SMEs development and finally to contribute to economic growth. SMEs sector also dominates the economic structure of Croatian economy and they have similar financing problems. However, Croatia in period 2014 – 2020 have at disposal a total amount of 10.676 billion of euros from European structural and investment funds, of which 8.397 billion are aimed for cohesion policy objectives and 470 million euros are aimed for the development and competitiveness of SMEs. Besides, EU programs COSME and HORIZON 2020 are intended to provide direct support to SMEs and to create a favorable environment for their development. However, even though the number of successful project applications for small and medium-sized enterprises in the total share of Croatian project applications is relatively high, fund absorption has not reached satisfactory levels. Using the sample of Split-Dalmatia County’s SMEs, this study finds out reasons for low absorption capacity from SMEs point of view: SMEs are interested in funds from European Union, but are not sufficiently familiar with their availability i.e. funds at their disposal, especially programs COSME and HORIZON 2020; SMEs state that they know how to apply for EU funds but considered the procedure as complicated and demanding regarding documentation, and that the needed knowledge and know-how for proposal is beyond their scope; SMEs are not satisfied with the cooperation with state institutions, especially Ministry of Regional Development and EU funds and Croatian Chamber of Economy. We point out four main conclusions: (1) SMEs are not enough aware of EU financing possibilities; (2) additional promotion of EU programs directly to SMEs is required; (3) additional education of SMEs regarding project proposal and documentation is needed and (4) more proactive policy of state institutions and cooperation with local authorities is expected. Finally, greater awareness and professional help might be a key in strengthening the SMEs, whose entrepreneurial spirit and innovation process is a prerequisite for economic growth and development.</p>

This case study used a technology readiness level (TRL), market attractiveness level (MAL), and customer readiness level (CRL) to measure the prospect of promising products. The TRL, MAL, and CRL were measured using Delphi methods. A TRL is composed of basic research as well as experimental, prototype, practical, and commercial stages. A market attractiveness level is made up of global market size, global market growth rate, and government policy suitability. A customer readiness level was measured using consumer preference. The promising products were mainly selected as information communication and software related products. Among the technologies and products announced by domestic and foreign organizations, products suitable for research and development tasks of small and medium-sized enterprises were selected. The results of this case study are expected to be committed for the enhancement of the success rate of commercialization for small and medium-sized enterprises by being dedicated to the R&D planning of small and medium-sized enterprises in the ICT (Information and Communication Technology)/SW (Software)) field and proposing a direction to pursue the business. The purpose of this paper is to propose an approach to measure the prospect of promising products by using three levels: TRL, MAL, and CRL, which are measured using Delphi methods. This approach aims to enhance the success rate of commercialization for small and medium-sized enterprises (SMEs).

Purpose – The purpose of this paper is to discuss the value of scenario planning to small and medium size enterprises (SMEs), and further examine the challenges constraining the uptake of scenario planning by SMEs. Design/methodology/approach – A conceptual review of the literature on scenario planning in SMEs intended to unpack and capture the possible underlying reasons accounting for the limited uptake of scenario planning by managers/owners of SMEs has informed the formulation of this paper. Findings – The study uncovered that SMEs’ managerial mental models, SMEs’ managerial time orientation, severe resource constraints, and industry complexity are some of the salient factors inhibiting the use of scenario planning among managers/owners of SMEs. The author develops a framework of propositions that account for the complexity and challenges of scenario planning by SMEs for future empirical examination and validation. Originality/value – The conventional wisdom is that scenario planning is carried out by large and established firms, and that SMEs are unable to adopt and practice the technique. This paper uncovers that SME have substantial needs for scenario planning, but are only able to engage in simple foresight activities such as brainstorming, desk research, networking and expert interviews to monitor their external environment. They are unable to effectively use scenario planning in its purest form as in large firms. By bringing together the reasons accounting for the difficulty of SMEs to practice scenario planning in its purest form as large firms do, the study therefore extends the limited discourse on scenario planning among SMEs. Implications are discussed and areas for future empirical studies provided.

The article highlights current issues regarding the potential of small and medium-sized enterprises (SMEs), which is an important factor in the economic development of any country. The innovative potential of the enterprise is the ability of the organization to generate new ideas and implement them in its activities. This is a complex indicator that includes various aspects that affect a company's ability to be innovative. The study provides key aspects that determine the innovative potential of SMEs, namely: economic growth - SMEs contribute to the creation of new jobs and ensure the flexibility of the economy, as they quickly respond to market changes; innovation – small and medium-sized enterprises are often the source of new ideas and technologies, as they have lower bureaucratic barriers and more flexible structures; competition - SMEs contribute to increasing the level of competition in the market, which stimulates large companies to increase efficiency and improve the quality of products and services; social aspect – small and medium-sized enterprises are often the basis for the development of local communities, providing jobs and supporting the local economy; globalization – SMEs can successfully enter international markets, contributing to the country's export potential. Key challenges for SMEs include access to finance, regulatory barriers, shortages of skilled workers and the need to adapt to technological change. Support from the state, business incubators and other organizations can significantly improve the conditions for the development of small and medium-sized enterprises. An up-to-date analysis of small and medium-sized enterprises was carried out and the corresponding steps for creating an effective innovation potential of small and medium-sized enterprises were provided. The key elements of innovation potential are presented, namely: resource base, organizational structure and culture, research and development (R&D), information support, patent and licensing activities, innovation marketing, innovation management. Innovative potential is a key factor for ensuring long-term competitiveness and success of the enterprise on the market. It allows the company not only to respond to changes in the external environment, but also to actively form new market opportunities.

Small and medium-sized enterprises (SMEs) are an important part of China's national economy. Their development drives employment, taxation, innovation, the market economy, and many other fields. However, due to the influence of multiple factors, the current situation of cost management in many SMEs is worrying. Common problems in their production and operation include confused corporate functions, incomplete financial systems, and weak awareness of cost budget management. This article briefly introduces the current situation of SMEs in China, combines relevant theoretical knowledge of cost management, and uses research methods such as case analysis, literature review, and comparative analysis to elaborate on and analyze the cost management of SMEs in detail. The case selected in this article is a small and medium-sized retail enterprise mainly engaged in entrusted agency and distribution. It has been established for 24 years, with a relatively mature and complete overall operation model and management system. The operational problems it reflects are representative among retail SMEs. Firstly, the article expounds on the characteristics of SMEs and the content of cost management. On this basis, taking Company H as a case, it analyzes the problems existing in the company's cost management and puts forward corresponding suggestions. The main cost management problems of SMEs include weak awareness of cost budget, unreasonable organizational structure, lax control of indirect costs, long accounts receivable cycles, and difficulty in collecting payments. Secondly, it conducts a specific analysis of the problems existing in the enterprise and proposes suggestions. The specific improvement suggestions include strengthening the awareness of cost management, improving the organizational structure of cost control, enhancing the control of indirect costs, and strengthening the management policy of accounts receivable. Finally, considering that SMEs vary in industry fields and scales, in the actual cost management process, flexible application should be made according to industry characteristics and with reference to the management experience of successful enterprises in the same industry. This paper focuses on the main influencing factors of cost management in small and medium-sized retail enterprises and how to manage the cost issues in the production and operation of enterprises, hoping to provide references for the cost management of small and medium-sized retail enterprises.

With the improvement of the level of market economy and the improvement of the state's attention to small and medium-sized enterprises (SME), the number of small and medium-sized enterprises in China is gradually increasing, and the market competition is also becoming increasingly fierce. Under the background of big data, the competition faced by small and medium-sized enterprises is more severe. Strengthening the management of financial internal control can ensure that enterprises can successfully complete their development goals and improve their market competitiveness, so as to realize the healthy development of small and medium-sized enterprises. Combined with the significance of financial internal control of small and medium-sized enterprises under the background of big data, this paper emphatically analyzes the problems existing in financial internal control of small and medium-sized enterprises under the background of big data. According to the analysis results, this paper puts forward the strategies of financial internal control of small and medium-sized enterprises under the background of big data, for reference.

Resource support of innovative small and medium-sized enterprises for space industry development in Russia

Chatbot for SMEs: Integrating customer and business owner perspectives

PurposeThis paper aims to discuss the most critical aspects relative to the “usability” of the International Integrated Reporting Council (IIRC) Framework faced by small and medium-sized enterprises (SMEs) in releasing the integrated report and adapting the Integrated Reporting (IR) principles (i.e. materiality, integrated thinking and connectivity) to their needs and features. Only recently the relevance of IR for SMEs has been internationally acknowledged.Design/methodology/approachThe study is based on both a deductive and inductive approach. The first one is founded on a literature and technical review aimed at tracing the theoretical background and the framework on integrating reporting in SMEs. The second one is empirically constructed and follows the action research approach because it involves the analysis of a single case-study relative to a company – Costa Edutainment Spa that released its pioneering integrated report in 2014 – belonging to the Italian Network on Business Reporting, a working group which has been involved in the pivotal drafting process of a Guidance for IR in SMEs.FindingsResults emphasise the main criticalities faced by an SME in the IR process, namely, the need for the following: clearly defining the relationship between sustainability and integrated reporting; adapting the main IR concepts (such us materiality, integrated thinking and connectivity) and fully understanding the benefits deriving from the implementation of IR. Moreover, results shed light on the usefulness of a simplified and operative guidance for releasing the integrated report within SMEs the effectiveness deriving from the direct involvement in the NIBR working group and the provision of practical examples and suggestions.Research limitations/implicationsThe main limitations are due to the fact that the empirical analysis is related to a single case study, and it is explorative in nature. Consequently, results are not generalisable. However, the work contributes to nourish the debate on the benefits and critical issues relative to the diffusion of IR among SMEs in a research field which has not been adequately investigated and to develop reflections on the benefits of the diffusion of the IR among SMEs, pointing out the opportunity to follow an evolutionary path which drives the evolution of the entrepreneurial and organisational culture towards monitoring, assessing and reporting the company’s value process creation.Practical implicationsThe work contributes to triggering the debate on the diffusion of IR among SMEs which represents a research field that remains still under investigated. It points out a fundamental gap on how to implement IR in SMEs and operationalise the IIRC concepts and principles. It develops reflections on the critical issues and benefits of the diffusion of the IR among SMEs. Drawing from a pioneering experience, the work contributes to supporting entrepreneurs by emphasising the possible benefits deriving from the implementation of the IR process. It suggests an evolutionary path through different steps (starting from the business model definition) which are necessary to drive the entrepreneurial and organisational culture towards monitoring, assessing and reporting the SMEs’ value process creation.Originality/valueThe work contributes to devoting the attention of both scholars and practitioners to an underestimated research field – the “feasibility of IR in the SMEs context – which has not been yet adequately investigated. Moreover, being empirically based, it helps in supporting the diffusion of the IR framework among SMEs, practitioners and consultants by providing insights aimed to improve the IR Guidance for SMEs and sensitise entrepreneurs by emphasising that a possible step-by-step “IR journey” is possible.

BackgroundThe United Nations’ Sustainable Development Goals remind us of the urgent need for every business to operate in ways that are good for planet and people. Manufacturing is a critical sector to address, where industry is compelled to rethink the acts of sourcing, producing, consuming and handling goods and their subsequent ‘waste’ components. Over the last decade in particular, lean and green thinking has emerged as a desirable strategy to improve efficiency and environmental outcomes towards sustainable business practices that meet circular economy objectives. However, moving beyond ad hoc and champion-based take-up by organisations with deep pockets, there is generally a lack of momentum towards mainstreaming such lean and green focused operations in the many small and medium-sized enterprises (SMEs) internationally. This research used case study analysis within the manufacturing sector in Queensland, Australia, to investigate how SMEs could readily engage in lean and green processes to achieve sustainable business practice with regard to the ‘3Ps’ of the triple bottom line (i.e. Planet, Profit and People). ‘Natural resource-based view theory’ and ‘Institutional theory’ were used to develop a conceptual framework to explain the findings.ResultsThe paper describes the lean and green practices observed in the SMEs, drivers for implementation, and the perceived benefits within the realm of sustainable business practice. Building on case study findings, the authors provide the first 3P Model for lean and green strategy, presenting four steps that SMEs can follow, including a 3P matrix of tools to selectively engage with lean and green actions towards sustainable business practice. This model guides SMEs to use the best tools and processes given their circumstances and aspirations.ConclusionsThe model has the immediate benefit of focusing SME time and resources towards circular economy enquiry, reducing uncertainty and enabling forward-planning. The findings provide practical guidelines to enable SMEs to achieve sustainable business practice while appreciating the ‘triple bottom line’ approach. The findings also have immediate policy and governance implications within the public and private sector, providing guidance on integrating lean and green thinking to advance from doing ‘business as usual’.

Small and medium-sized enterprises (SMEs) play a very important role in the Vietnamese economy. Specifically, new SMEs are seen as a suitable solution to cope with development issues such as poverty and a high unemployment rate. In Vietnam, a high SME failure rate is due to lack of capital and poor managerial experience of owners. Most existing research on SMEs focuses on well-established stages, and less attention is paid to new SMEs. This paper investigates the determinants of credit access by SMEs existing for less than forty-two months in the Phu Tho province located in Northern Vietnam. The quantitative data were collected from 259 SMEs in 2015. The regression analysis reveals that a business plan, the firm size, and networking (emotional trust, knowledge trust, and approachability) are the main drivers of access to bank loans by new SMEs. About 64% (165 observations) of new SMEs in our sample did not get any bank loan caused by high collateral requirements, unfavorable interest rate, poor business plans, limited networking, and lack of government support. The results also indicate that, among the selected explanatory variables, having a concrete business plan significantly affects the bank loan ratio (total bank loans over total capital). Based on these results, we derived political implications.