Meta-Learning Enhanced AutoML for Multi-Objective Optimization in Small and Medium-Sized 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

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.

<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>

Small and medium-sized enterprises (SMEs) can promote the development of the national economy and society. In the market, small and medium-sized enterprises can provide jobs, promote technological development and accelerate economic growth. With the development of big data and management information systems, small and medium-sized enterprises are facing severe tests. Innovation management is an implementable way to meet this test. Innovation management is an all-round innovation from the main technology, system and management idea of an enterprise. It not only integrates the external resources of the enterprise but also improves the vitality of the enterprise itself and the ability to deal with risks. Therefore, this paper analyzes the problems and countermeasures of innovation management in SMEs in China. By using the method of a literature review, this paper expounds the requirements, current situation, and solutions of the innovative management of Chinese small and medium-sized enterprises and finally draws the conclusion that SMEs should innovate organization and ideas, widen financing channels, and enhance the ability of independent innovation.

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).

Regional Context of Small and Medium-Sized Enterprises’ Development: Case Study of Southern Poland

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.

Small and medium-sized enterprises (SME) in the food sector play a pivotal role in contributing to the developing county's economy. In order to improve a small and medium-sized enterprises (SME), one key driver is innovation, and for innovation initiatives to grow and succeed, they depend largely on the leadership and the innovation capabilities of the firm. This chapter will shed more light on the impact of the enhanced innovation process on the performance of small and medium-sized enterprise (SME) bakeries. A qualitative study was conducted on 186 registered bakery owners/managers of bakeries. The results indicated that the relationship between enhanced innovation process and output level in small and medium-sized enterprises (SME) bakeries are significant. It has been revealed that the workforce's professional behaviour, the acquired competency through training, and the rewarding systems moderate the relationship between enhanced innovation process and output level in small and medium-sized enterprise (SME) bakeries.

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.

The subject of the research. The study focuses on the theoretical and practical aspects of the problems facing State support for small and medium-sized enterprises in Ukraine. The purpose of the article is to identify the main destructive factors in the development of medium and small enterprises and to identify ways to overcome them. The methodological basis of the article is general scientific and special methods of scientific knowledge, such as dialectical method, analysis, grouping of data, problem-oriented approach. Results of work. The article discusses the special role of medium- and small-scale enterprises in generating GDP, creating jobs and improving the demographic situation. It is noted that a significant proportion of enterprises either operate in the shadow sector or do not take measures to improve profitability. It has been hypothesized that an important reason for this state of affairs is imperfect state support for small and medium-sized enterprises. First of all, there is a heavy tax burden, low wages in the sector, unstable legislation. The worldwide coronavirus pandemic has also been noted as an additional challenge, with most small and medium-sized businesses on the verge of survival through quarantine activities. The field of application of results. The materials, results and conclusions of the article may be used in the activities of various public organizations and local self-government bodies as an analytical basis for appeals about the need for State support for small and medium-sized enterprises, Training of specialists in secondary and higher education. Conclusions. Small and medium-sized businesses are the driving force behind the economy. It provides a large share of GDP, promotes the development of the middle class and has a positive impact on demographic indicators. The opportunity and ability of small and medium-sized enterprises to develop, even under difficult political and economic conditions, proves that it is these entities that support the economy in difficult times. Creating an enabling environment for doing business and developing small and medium-sized enterprises should therefore be a priority for the Government. To this end, support programs must be put in place: infotrmation, financial security and social support. Active and targeted support for the development of small and medium-sized enterprises contributes to the growth of GDP and the creation of new jobs.

In most economies, small and medium-sized enterprises (SMEs) consitute a variety of different firms encom­passing a wide range of industries. SMEs are heterogeneous: they differ at least in terms of their capabilities, stage of development, resources as well as requirements. The heterogeineity ofSMEs suggests that any systematic and rigorous attempt. to understand, explain and predict their behaviour should begin with the development of a taxonomy for them. A taxonomy provides a means for grouping and defining heterogenous SMEs - understand­ing their similarities and differences, their strengths and weaknesses. In the literature, several attempts to develop SMEs taxonomies have been made. Upon examining three of these taxonomies, it is found that SMEs can be classified in a number of different ways. Nonetheless, whilst this review of taxonomies literature is insightful in developing our own SMEs taxonomy, a careful study of the various features of SMEs is awaited if we were to develop a comprehensive taxonomy for the Malaysian SMEs.

Small and Medium Enterprises (SMEs) are pivotal in propelling the Indonesian economy. The stability and sustainability of economies in different regions have been greatly affected by the worldwide economic issues that have emerged due to the COVID-19 pandemic. One of the identified repercussions can be witnessed in the culinary sector of small and medium-sized enterprises (SMEs) in Langsa City. Thus, this study examines the effect of internal and external factors on the performance of Small and Medium Enterprises (SMEs) operating in the culinary sector within Langsa City. Additionally, this research aims to evaluate and propose strategies for enhancing the performance of SMEs in the culinary industry by employing a Strengths, Weaknesses, Opportunities, and Threats (SWOT) analysis framework specifically tailored to the context of Langsa City. The present study uses a qualitative research design utilizing a case research approach. Data is gathered by distributing questionnaires, conducting in-depth interviews, and assessing validity through source triangulation. Based on the findings of the study, it was determined that the Internal Factor Analysis Summary (IFAS) and External Factor Analysis Summary (EFAS) about the performance evaluation of Small and Medium Enterprises (SMEs) operating in the culinary sector in Langsa City have not yet reached their maximum potential. This conclusion was drawn through the application of SWOT analysis. This observation may be due to the outcomes of the Cartesian diagram utilized in the SWOT analysis. The chart reveals that quadrant II exhibits the highest cumulative score, suggesting several risks encountered by the business stakeholders. However, the culinary small and medium-sized enterprise (SME) actors have internal strengths. To boost the performance of Small and Medium Enterprises (SMEs) in the culinary sector, it is imperative to employ a Strengths-Threats (S-T) approach that focuses on implementing product diversification techniques.

Adoption of SCM innovations by SMEs is a key critical issue addressed by this study. The study used an explorative study in measuring to which extent Tanzanian SMEs adopt SCM practices and whether there is a trend towards increased adoption of these practices over time. In doing so, test propositions on the differences between manufacturing firms, and between medium-sized and small enterprises were done. Furthermore, the motives of SMEs to engage in SCM innovations and perceived management challenges are explored. From analysis of our findings, we conclude that, SMEs still lag behind larger firms in utilizing the benefits of SCM practices. SMEs still face obstacles like knowledge, financial resources, technology and the like. Lack of trust between small firms has been identified as a major non-financial obstacle to information sharing and integration with other suppliers in the chain.

In order to promote economic independence for communities, Social Entrepreneurship promotes social activities by encouraging the local community to become engaged in Small and Medium Enterprises (SMEs) as part of Social entrepreneurship. One way SMEs may ensure their own long-term success and expand their worldwide presence is by adopting a creative economy strategy from each industry. The goal is to ensure that small and medium-sized enterprises (SMEs) in Indonesia can thrive for the long term and ultimately become the backbone of the country's economy. The focus of this study is on small and medium-sized enterprises (SMEs) with the goal of incorporating them into the expanding field of social entrepreneurship within the context of the creative economy. Data is gathered via interviews, written records, and in-person observations (qualitative, interactive analysis approach). Based on these findings, it's clear that the local government actively promotes the growth of small and medium-sized enterprises (SMEs), notably those operating in the food service industry. Social entrepreneurship that relies on the creative economy is encouraged by both the government and large corporations like Google and Facebook because of its potential to boost the economy. Government and small and medium sized enterprises (SMEs) must be involved in order to ensure the long-term success of social entrepreneurship based on the creative economy.