A taxonomy of operations strategies of high performing small and medium enterprises in Singapore

Small and medium enterprises (SMEs) are recognized as playing a pivotal role in the economic growth and technological progress of many countries, yet there is a dearth of research that examines the operational performance and strategies of these smaller enterprises, especially in the Asian context....

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Bibliographic Details
Published in:International journal of operations & production management 2004-03, Vol.24 (3), p.321-345
Main Authors: Sum, Chee-Chuong, Shih-Ju Kow, Lynn, Chen, Cheng-Sheng
Format: Article
Language:English
Subjects:
Benchmarking
Competition
Competitive advantage
Economic growth
Empirical study
Flexibility
Manufacturing
Medium enterprises
Operations management
Operations strategy
Singapore
Small & medium sized enterprises-SME
Small business
Small enterprises
Strategic planning
Studies
Taxonomy
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Summary:Small and medium enterprises (SMEs) are recognized as playing a pivotal role in the economic growth and technological progress of many countries, yet there is a dearth of research that examines the operational performance and strategies of these smaller enterprises, especially in the Asian context. Of particular interest is the operational posture in terms of the key operations priorities adopted by successful SMEs in carving out their own competitive niches. This study is the first to develop a taxonomy of operations strategies based on the operational performance of high performing SMEs in Singapore. As Singapore is one of the most competitive countries in the world and a highly successful newly industrializing nation in Asia, the use of Singapore data provides benchmarking and best practice information for international business communities and newly industrializing countries. Three strategic clusters were identified. Analysis showed significant differences in the operational posture, financial performance and the kinds of improvement programs undertaken by the three strategic clusters. The strategic role of operations in terms of its contribution to corporate strategic formulation and financial profitability was also investigated. Managerial implications of our findings are presented.
ISSN:0144-3577
1758-6593
DOI:10.1108/01443570410519051