Perceptions of growth-impeding constraints acting upon SMEs’ operations and the identification and use of transitionary paths to elevate them
Purpose The purpose of this paper is to know which growth-impeding constraints are perceived to act upon operations of small- to medium-sized (SME) companies by their owner-managers and to recommend transitionary paths to elevate constraints and increase contribution levels made by SMEs’ operations....
Uloženo v:
| Vydáno v: | International journal of operations & production management Ročník 38; číslo 3; s. 756 - 783 |
|---|---|
| Hlavní autor: | |
| Médium: | Journal Article |
| Jazyk: | angličtina |
| Vydáno: |
Bradford
Emerald Publishing Limited
12.03.2018
Emerald Group Publishing Limited |
| Témata: | |
| ISSN: | 0144-3577, 1758-6593 |
| On-line přístup: | Získat plný text |
| Tagy: |
Přidat tag
Žádné tagy, Buďte první, kdo vytvoří štítek k tomuto záznamu!
|
| Abstract | Purpose
The purpose of this paper is to know which growth-impeding constraints are perceived to act upon operations of small- to medium-sized (SME) companies by their owner-managers and to recommend transitionary paths to elevate constraints and increase contribution levels made by SMEs’ operations. To do so, this research has been primarily founded upon Hayes et al.’s (2005) operations contribution model for differentiating between different levels of operations’ contribution, and secondarily on the theory of constraints philosophy to explain the perceptions of constraints found at each level – current and future.
Design/methodology/approach
An open-ended survey and a series of group workshops have gathered new empirical data about these perceptions, which were coded using the relational content analysis to identify a parsimonious set of perceptual growth-impeding constraint categories. The most popular transitions were identified and a correlation of frequency rank orders between “perceived current” and “perceived future” constraints categories was calculated, and likely transitionary paths for growth are discussed. Three SME case studies were documented in related action research to contextualise survey findings.
Findings
The most popular transition was from “neutral” to “leading”. A lack of people capability was perceived to be the most commonly reported growth-impeding constraint category, followed by a combined lack of process competence and product and service innovation, further followed by a lack of skills in information technology automation. In addition, a new conceptual model has been generated inductively to address shortcomings found in the original operations contribution model (Hayes et al., 2005) during its application to UK SMEs. The new model is referred to in this paper as the “Operations Growth Rocket”.
Research limitations/implications
This research only used data from UK SMEs.
Practical implications
This work should help SME owner-managers to overcome growth-impeding constraints that act upon their operations and assist them to develop more effective actions and paths to increase the contribution levels made by their operations. This in turn should support growth of their organisations. Findings will also inform teaching about more effective operations management in SMEs.
Social implications
This work should help UK SMEs to grow, which in turn will strengthen the UK economy.
Originality/value
A novel approach and new data from 208 SMEs modify a classical operations contribution model (Hayes et al., 2005). This is achieved by considering transitionary paths to be meta-categories continua abstracted from constraint categories combined with case data for moving towards higher levels of operations contribution, rather than using discrete growth-impeding and growth-constraining “levels”. This research has inductively generated a new version of the classical contribution model that should be more suitable for stimulating growth in (UK) SMEs. |
|---|---|
| AbstractList | PurposeThe purpose of this paper is to know which growth-impeding constraints are perceived to act upon operations of small- to medium-sized (SME) companies by their owner-managers and to recommend transitionary paths to elevate constraints and increase contribution levels made by SMEs’ operations. To do so, this research has been primarily founded upon Hayes et al.’s (2005) operations contribution model for differentiating between different levels of operations’ contribution, and secondarily on the theory of constraints philosophy to explain the perceptions of constraints found at each level – current and future.Design/methodology/approachAn open-ended survey and a series of group workshops have gathered new empirical data about these perceptions, which were coded using the relational content analysis to identify a parsimonious set of perceptual growth-impeding constraint categories. The most popular transitions were identified and a correlation of frequency rank orders between “perceived current” and “perceived future” constraints categories was calculated, and likely transitionary paths for growth are discussed. Three SME case studies were documented in related action research to contextualise survey findings.FindingsThe most popular transition was from “neutral” to “leading”. A lack of people capability was perceived to be the most commonly reported growth-impeding constraint category, followed by a combined lack of process competence and product and service innovation, further followed by a lack of skills in information technology automation. In addition, a new conceptual model has been generated inductively to address shortcomings found in the original operations contribution model (Hayes et al., 2005) during its application to UK SMEs. The new model is referred to in this paper as the “Operations Growth Rocket”.Research limitations/implicationsThis research only used data from UK SMEs.Practical implicationsThis work should help SME owner-managers to overcome growth-impeding constraints that act upon their operations and assist them to develop more effective actions and paths to increase the contribution levels made by their operations. This in turn should support growth of their organisations. Findings will also inform teaching about more effective operations management in SMEs.Social implicationsThis work should help UK SMEs to grow, which in turn will strengthen the UK economy.Originality/valueA novel approach and new data from 208 SMEs modify a classical operations contribution model (Hayes et al., 2005). This is achieved by considering transitionary paths to be meta-categories continua abstracted from constraint categories combined with case data for moving towards higher levels of operations contribution, rather than using discrete growth-impeding and growth-constraining “levels”. This research has inductively generated a new version of the classical contribution model that should be more suitable for stimulating growth in (UK) SMEs. Purpose The purpose of this paper is to know which growth-impeding constraints are perceived to act upon operations of small- to medium-sized (SME) companies by their owner-managers and to recommend transitionary paths to elevate constraints and increase contribution levels made by SMEs’ operations. To do so, this research has been primarily founded upon Hayes et al.’s (2005) operations contribution model for differentiating between different levels of operations’ contribution, and secondarily on the theory of constraints philosophy to explain the perceptions of constraints found at each level – current and future. Design/methodology/approach An open-ended survey and a series of group workshops have gathered new empirical data about these perceptions, which were coded using the relational content analysis to identify a parsimonious set of perceptual growth-impeding constraint categories. The most popular transitions were identified and a correlation of frequency rank orders between “perceived current” and “perceived future” constraints categories was calculated, and likely transitionary paths for growth are discussed. Three SME case studies were documented in related action research to contextualise survey findings. Findings The most popular transition was from “neutral” to “leading”. A lack of people capability was perceived to be the most commonly reported growth-impeding constraint category, followed by a combined lack of process competence and product and service innovation, further followed by a lack of skills in information technology automation. In addition, a new conceptual model has been generated inductively to address shortcomings found in the original operations contribution model (Hayes et al., 2005) during its application to UK SMEs. The new model is referred to in this paper as the “Operations Growth Rocket”. Research limitations/implications This research only used data from UK SMEs. Practical implications This work should help SME owner-managers to overcome growth-impeding constraints that act upon their operations and assist them to develop more effective actions and paths to increase the contribution levels made by their operations. This in turn should support growth of their organisations. Findings will also inform teaching about more effective operations management in SMEs. Social implications This work should help UK SMEs to grow, which in turn will strengthen the UK economy. Originality/value A novel approach and new data from 208 SMEs modify a classical operations contribution model (Hayes et al., 2005). This is achieved by considering transitionary paths to be meta-categories continua abstracted from constraint categories combined with case data for moving towards higher levels of operations contribution, rather than using discrete growth-impeding and growth-constraining “levels”. This research has inductively generated a new version of the classical contribution model that should be more suitable for stimulating growth in (UK) SMEs. |
| Author | Clegg, Ben |
| Author_xml | – sequence: 1 givenname: Ben surname: Clegg fullname: Clegg, Ben email: b.t.clegg@aston.ac.uk |
| BookMark | eNp9kU1OHDEQRq0IpAw_F8jKEmsHV7vtnl5GiCSDQCABa8vtLjNGM3bH9gRllxtkzfU4Cd0zbIiirCx9qvdZ9eqA7IUYkJBPwD8D8Pnp4uL65opBxSoOkvFGqA9kBo2cMyVbsUdmHOqaCdk0H8lBzo-c80qAnJE_N5gsDsXHkGl09CHFp7Jkfj1g78MDtWNekvGhZGpsmaLNEAO9vTrPL7-faRwwmR1tQk_LEqnvMRTvvN3m23iTcSofi0L2U2rSLzqYssy0RIor_GkKTvD6iOw7s8p4_PYekvuv53dn39nl9bfF2ZdLZoWCwpq6bm1recXrquucMkY5IbmyjVHYoZx3rbKidbV0gAKFU7ZvOuxAgFI9B3FITna9Q4o_NpiLfoybFMYvdSVFDaM7aMap-W7KpphzQqetL9u1JicrDVxP-vVWv4ZKT_r1pH9Eq7_QIfn1uPf_IdhBuB61rvp_M-_uLF4BKvSdjw |
| CitedBy_id | crossref_primary_10_1016_j_jretconser_2023_103615 crossref_primary_10_21511_ppm_16_4__2018_38 crossref_primary_10_3390_su15054555 crossref_primary_10_1007_s13132_024_01836_w crossref_primary_10_1016_j_emj_2024_11_008 crossref_primary_10_1016_j_jretconser_2019_101925 crossref_primary_10_1080_00207543_2018_1518602 crossref_primary_10_1002_joom_1237 crossref_primary_10_1016_j_ijpe_2020_107955 crossref_primary_10_1080_09537287_2020_1796136 crossref_primary_10_1108_SCM_03_2018_0116 crossref_primary_10_1080_09537287_2023_2214109 crossref_primary_10_1108_IJOPM_01_2019_0089 |
| Cites_doi | 10.1177/0266242613512513 10.1108/02634500110363583 10.1287/mnsc.41.10.1565 10.1016/j.jom.2006.04.004 10.1016/j.jom.2014.09.005 10.1016/S0272-6963(98)00050-3 10.1111/j.1937-5956.2002.tb00181.x 10.1108/01443579610114086 10.1108/01443570210417515 10.1016/S0272-6963(15)00056-X 10.1111/j.1937-5956.2002.tb00182.x 10.1016/j.jwb.2012.06.014 10.1016/S0377-2217(02)00546-5 10.1108/01443579810199720 10.1108/01443570410542000 10.5465/amr.1989.4308385 10.1080/00207540010028119 10.1080/00207548808947875 10.1007/s11187-005-2140-3 10.1007/s11187-005-3095-0 10.1108/09576060010314125 10.1016/S0040-1625(96)00098-4 10.1108/JMTM-11-2011-0102 10.1016/S0272-6963(98)00028-X 10.1108/01443570810903122 10.1111/j.1468-2370.2006.00119.x 10.1108/01443579710157961 10.1108/01443571111165820 10.1108/01443579610114040 10.1108/01443579810199748 10.1016/S0377-2217(98)00321-X 10.1108/17410380410555899 10.1108/IJOPM-09-2015-0580 10.1108/01443570810846883 10.1007/978-1-4471-1477-2_2 10.2307/41165962 |
| ContentType | Journal Article |
| Copyright | Ben Clegg Ben Clegg. This work is published under https://creativecommons.org/licenses/by-nc/3.0/legalcode (the “License”). Notwithstanding the ProQuest Terms and Conditions, you may use this content in accordance with the terms of the License. |
| Copyright_xml | – notice: Ben Clegg – notice: Ben Clegg. This work is published under https://creativecommons.org/licenses/by-nc/3.0/legalcode (the “License”). Notwithstanding the ProQuest Terms and Conditions, you may use this content in accordance with the terms of the License. |
| DBID | XDTOA AAYXX CITATION 7TB 7WY 7WZ 7XB 8AO 8FD 8FE 8FG 8FI ABJCF AFKRA AZQEC BENPR BEZIV BGLVJ CCPQU DWQXO FR3 FYUFA F~G GNUQQ GUQSH HCIFZ K6~ K8~ L.- L.0 L6V M0C M0T M2O M7S MBDVC PHGZM PHGZT PJZUB PKEHL PPXIY PQBIZ PQEST PQGLB PQQKQ PQUKI PRINS PTHSS Q9U |
| DOI | 10.1108/IJOPM-12-2015-0736 |
| DatabaseName | Emerald Open Access Journals CrossRef Mechanical & Transportation Engineering Abstracts ABI/INFORM Collection ABI/INFORM Global (PDF only) ProQuest Central (purchase pre-March 2016) ProQuest Pharma Collection Technology Research Database ProQuest SciTech Collection ProQuest Technology Collection Hospital Premium Collection Materials Science & Engineering Collection ProQuest Central UK/Ireland ProQuest Central Essentials ProQuest Central Business Premium Collection Technology collection ProQuest One Community College ProQuest Central Engineering Research Database Health Research Premium Collection ABI/INFORM Global (Corporate) ProQuest Central Student Research Library Prep SciTech Premium Collection ProQuest Business Collection DELNET Management Collection ABI/INFORM Professional Advanced ABI/INFORM Professional Standard ProQuest Engineering Collection ABI/INFORM Global (OCUL) Healthcare Administration Database ProQuest Research Library Engineering Database Research Library (Corporate) ProQuest Central Premium ProQuest One Academic ProQuest Health & Medical Research Collection ProQuest One Academic Middle East (New) One Health & Nursing ProQuest One Business (UW System Shared) ProQuest One Academic Eastern Edition (DO NOT USE) ProQuest One Applied & Life Sciences ProQuest One Academic (retired) ProQuest One Academic UKI Edition ProQuest Central China Engineering Collection ProQuest Central Basic |
| DatabaseTitle | CrossRef ABI/INFORM Global (Corporate) ProQuest One Business Research Library Prep ProQuest Central Student Technology Collection Technology Research Database ProQuest One Academic Middle East (New) Mechanical & Transportation Engineering Abstracts ProQuest Central Essentials SciTech Premium Collection ProQuest One Community College ProQuest One Health & Nursing ProQuest Pharma Collection ProQuest Central China ABI/INFORM Complete ProQuest Central ABI/INFORM Professional Advanced ProQuest One Applied & Life Sciences ProQuest Health & Medical Research Collection ProQuest Engineering Collection Health Research Premium Collection ABI/INFORM Professional Standard ProQuest Central Korea Health & Medical Research Collection ProQuest Research Library ProQuest Central (New) Engineering Collection Business Premium Collection ABI/INFORM Global Engineering Database ProQuest Central Basic ProQuest One Academic Eastern Edition ProQuest Health Management ProQuest Hospital Collection ProQuest Technology Collection ProQuest SciTech Collection ProQuest Business Collection ProQuest One Academic UKI Edition ProQuest DELNET Management Collection Materials Science & Engineering Collection Engineering Research Database ProQuest One Academic ProQuest One Academic (New) |
| DatabaseTitleList | ABI/INFORM Global (Corporate) |
| Database_xml | – sequence: 1 dbid: M0T name: Healthcare Administration Database url: https://search.proquest.com/healthmanagement sourceTypes: Aggregation Database |
| DeliveryMethod | fulltext_linktorsrc |
| Discipline | Engineering Business Philosophy |
| EISSN | 1758-6593 |
| EndPage | 783 |
| ExternalDocumentID | 10_1108_IJOPM_12_2015_0736 10.1108/IJOPM-12-2015-0736 |
| GeographicLocations | United Kingdom--UK United States--US |
| GeographicLocations_xml | – name: United Kingdom--UK – name: United States--US |
| GroupedDBID | -~X .WW 0R~ 1WG 29J 3FY 3V. 4.4 5GY 5VS 70U 7WY 8AO 8FE 8FG 8FI 8R4 8R5 9E0 9F- AADTA AADXL AAGBP AAMCF AAPBV AAPSD AAUDR ABCTS ABEAN ABIJV ABJCF ABSDC ACBMB ACGFO ACGFS ACHQT ACIWK ACMTK ADBBV ADFRT ADMHG ADOMW AEBZA AEDOK AEGYS AEMMR AETHF AEUCW AFKRA AFNZV AFZLO AHUOY AIAFM AJEBP AJFKA ALMA_UNASSIGNED_HOLDINGS APPLU AQUVI ASMFL ATGMP AUCOK AVELQ AZQEC BBAFP BENPR BEZIV BFOSL BGLVJ BLEHN BPHCQ BUONS BVXVI CS3 DU5 DWQXO EBS ECCUG EJD FNNZZ FYUFA GEA GEB GEC GEI GMM GMN GMX GNUQQ GQ. GROUPED_ABI_INFORM_COMPLETE GROUPED_ABI_INFORM_RESEARCH GUQSH H13 HCIFZ HZ~ IAO IEA IGG IJT IOF IPNFZ J1Y JI- JL0 K6~ K8~ KBGRL L6V LXL LXN M0C M0T M2O M42 M7S MS~ N95 O9- P2P PADUT PQBIZ PQEST PQQKQ PQUKI PRG PRINS PROAC PTHSS Q2X RIG RXW TEM TET TFE TGG TMD TMF TMK TMT UKHRP UPT V1G WH7 XDTOA Z11 Z12 Z21 ZYZAG AAKOT AAXBI AAYXX ABJNI ABXQL ABYQI ACTSA ADQHX ADWNT AEFVF AFFHD AGTVX AGYKA AGZLY AHMHQ AHRLE AILOG AKXVL AODMV ASJQZ BTXLY CCPQU CITATION EOXHF PHGZM PHGZT PJZUB PPXIY PQGLB SCAQC SDURG 7TB 7XB 8FD AFNTC FR3 L.- L.0 MBDVC PKEHL Q9U |
| ID | FETCH-LOGICAL-c361t-7449c9c02042bbf6aa6f3506c7a6ebe58b96c39f45f1e3e3f6cd7beb13166d013 |
| IEDL.DBID | TMT |
| ISICitedReferencesCount | 12 |
| ISICitedReferencesURI | http://www.webofscience.com/api/gateway?GWVersion=2&SrcApp=Summon&SrcAuth=ProQuest&DestLinkType=CitingArticles&DestApp=WOS_CPL&KeyUT=000427151900007&url=https%3A%2F%2Fcvtisr.summon.serialssolutions.com%2F%23%21%2Fsearch%3Fho%3Df%26include.ft.matches%3Dt%26l%3Dnull%26q%3D |
| ISSN | 0144-3577 |
| IngestDate | Sat Aug 16 18:51:27 EDT 2025 Sat Nov 29 07:44:27 EST 2025 Tue Nov 18 22:09:29 EST 2025 Mon Sep 12 19:12:18 EDT 2022 |
| IsDoiOpenAccess | true |
| IsOpenAccess | true |
| IsPeerReviewed | true |
| IsScholarly | true |
| Issue | 3 |
| Keywords | Operations strategy Conceptual framework Theory of constraints (ToC) Small- to medium-sized enterprises (SMEs) Operations growth Contribution model |
| Language | English |
| License | Published by Emerald Publishing Limited. This article is published under the Creative Commons Attribution (CC BY 4.0) licence. Anyone may reproduce, distribute, translate and create derivative works of this article (for both commercial and non-commercial purposes), subject to full attribution to the original publication and authors. The full terms of this licence may be seen at https://www.emerald.com/insight/site-policies |
| LinkModel | DirectLink |
| MergedId | FETCHMERGED-LOGICAL-c361t-7449c9c02042bbf6aa6f3506c7a6ebe58b96c39f45f1e3e3f6cd7beb13166d013 |
| Notes | ObjectType-Article-1 SourceType-Scholarly Journals-1 ObjectType-Feature-2 content type line 14 |
| OpenAccessLink | https://www.emerald.com/insight/content/doi/10.1108/IJOPM-12-2015-0736/full/html |
| PQID | 2534117517 |
| PQPubID | 36644 |
| PageCount | 28 |
| ParticipantIDs | proquest_journals_2534117517 crossref_citationtrail_10_1108_IJOPM_12_2015_0736 crossref_primary_10_1108_IJOPM_12_2015_0736 emerald_primary_10_1108_IJOPM-12-2015-0736 |
| PublicationCentury | 2000 |
| PublicationDate | 2018-03-12 |
| PublicationDateYYYYMMDD | 2018-03-12 |
| PublicationDate_xml | – month: 03 year: 2018 text: 2018-03-12 day: 12 |
| PublicationDecade | 2010 |
| PublicationPlace | Bradford |
| PublicationPlace_xml | – name: Bradford |
| PublicationTitle | International journal of operations & production management |
| PublicationYear | 2018 |
| Publisher | Emerald Publishing Limited Emerald Group Publishing Limited |
| Publisher_xml | – name: Emerald Publishing Limited – name: Emerald Group Publishing Limited |
| References | (key2021041415291181900_ref013) 2015; 33 (key2021041415291181900_ref017) 1990; 9 (key2021041415291181900_ref021) 2001; 19 (key2021041415291181900_ref049) 2011; 49 (key2021041415291181900_ref018) 2011; 31 (key2021041415291181900_ref050) 2010 (key2021041415291181900_ref034) 1996; 16 (key2021041415291181900_ref042) 2003 BIS (key2021041415291181900_ref006) 2015 (key2021041415291181900_ref052) 1998; 18 (key2021041415291181900_ref022) 1990 (key2021041415291181900_ref036) 2013; 24 (key2021041415291181900_ref011) 2002; 22 (key2021041415291181900_ref010) 1991; 33 key2021041415291181900_ref020 (key2021041415291181900_ref056) 2007; 25 (key2021041415291181900_ref008) 2002; 11 (key2021041415291181900_ref039) 2013; 31 (key2021041415291181900_ref040) 2017; 37 (key2021041415291181900_ref057) 2005; 24 Chartered Management Institute (key2021041415291181900_ref009) 2015 (key2021041415291181900_ref028) 1984 (key2021041415291181900_ref007) 2001; 39 (key2021041415291181900_ref001) 2006; 8 (key2021041415291181900_ref003) 2004; 24 (key2021041415291181900_ref041) 1994 (key2021041415291181900_ref004) 1995; 41 (key2021041415291181900_ref037) 2008; 28 (key2021041415291181900_ref031) 2006; 26 (key2021041415291181900_ref301) 1997; 17 (key2021041415291181900_ref045) 2011 key2021041415291181900_ref053 key2021041415291181900_ref054 key2021041415291181900_ref012 (key2021041415291181900_ref026) 2002; 11 (key2021041415291181900_ref048) 1999 (key2021041415291181900_ref019) 1999; 17 (key2021041415291181900_ref043) 1996; 16 (key2021041415291181900_ref035) 2003; 146 (key2021041415291181900_ref059) 1988; 26 (key2021041415291181900_ref023) 1984 (key2021041415291181900_ref055) 1998; 29 (key2021041415291181900_ref025) 2008; 28 (key2021041415291181900_ref038) 2014; 32 (key2021041415291181900_ref051) 2010 (key2021041415291181900_ref046) 1998; 18 (key2021041415291181900_ref044) 1999; 118 key2021041415291181900_ref005 European Union (key2021041415291181900_ref016) 2003; L 124 (key2021041415291181900_ref047) 2004; 15 (key2021041415291181900_ref058) 1994 (key2021041415291181900_ref029) 2005 (key2021041415291181900_ref033) 2000; 11 (key2021041415291181900_ref027) 1998; 40 (key2021041415291181900_ref032) 2011; 30 (key2021041415291181900_ref300) 1998; 17 (key2021041415291181900_ref024) 2015; 37 (key2021041415291181900_ref014) 1996; 53 (key2021041415291181900_ref015) 1989; 14 (key2021041415291181900_ref002) 2010 (key2021041415291181900_ref030) 2013; 48 |
| References_xml | – volume: 33 start-page: 488 issue: 5 year: 2015 ident: key2021041415291181900_ref013 article-title: What really happens to small and medium sized enterprises in a global economic recession? UK evidence on sales and job dynamics? publication-title: International Small Business Journal doi: 10.1177/0266242613512513 – volume: 19 start-page: 6 issue: 1 year: 2001 ident: key2021041415291181900_ref021 article-title: SME marketing in practice publication-title: Marketing Intelligence and Planning doi: 10.1108/02634500110363583 – start-page: 52 volume-title: Operations Management year: 2011 ident: key2021041415291181900_ref045 – volume: 41 start-page: 1565 issue: 10 year: 1995 ident: key2021041415291181900_ref004 article-title: The crucial interrelationship between manufacturing and organisational culture publication-title: Management Science doi: 10.1287/mnsc.41.10.1565 – volume: 25 start-page: 387 issue: 2 year: 2007 ident: key2021041415291181900_ref056 article-title: The evolution of a management philosophy: the theory of constraints publication-title: Journal of Operations Management doi: 10.1016/j.jom.2006.04.004 – ident: key2021041415291181900_ref054 – volume: 32 start-page: 462 issue: 7-8 year: 2014 ident: key2021041415291181900_ref038 article-title: Top down, bottom-up, or both? Toward an integrative perspective on operations strategy formation publication-title: Journal of Operations Management doi: 10.1016/j.jom.2014.09.005 – volume: 17 start-page: 249 issue: 3 year: 1999 ident: key2021041415291181900_ref019 article-title: World class manufacturing: an investigation of Hayes and Wheelwright’s Foundation publication-title: Journal of Operations Management doi: 10.1016/S0272-6963(98)00050-3 – volume: 11 start-page: 9 issue: 1 year: 2002 ident: key2021041415291181900_ref008 article-title: Competitive priorities: investigating the need for trades-off in operations strategy publication-title: Production and Operations Management doi: 10.1111/j.1937-5956.2002.tb00181.x – volume: 16 start-page: 69 issue: 4 year: 1996 ident: key2021041415291181900_ref043 article-title: An empirical exploration of the relationship between manufacturing strategy and environmental management publication-title: International Journal of Operations and Production Management doi: 10.1108/01443579610114086 – start-page: 63 volume-title: Operations Management year: 2010 ident: key2021041415291181900_ref051 – volume: 29 start-page: 1035 issue: 4 year: 1998 ident: key2021041415291181900_ref055 article-title: Competitive priorities in operations management publication-title: International Journal of Production Economics – ident: key2021041415291181900_ref020 – volume: 22 start-page: 220 issue: 2 year: 2002 ident: key2021041415291181900_ref011 article-title: Action research for operations management publication-title: International Journal of Operations Management doi: 10.1108/01443570210417515 – volume: 37 start-page: v year: 2015 ident: key2021041415291181900_ref024 article-title: Redefining some methodological criteria for the journal publication-title: Journal of Operations Management doi: 10.1016/S0272-6963(15)00056-X – volume: 11 start-page: 21 issue: 1 year: 2002 ident: key2021041415291181900_ref026 article-title: Challenges posed to operations management by the new economy publication-title: Production and Operations Management doi: 10.1111/j.1937-5956.2002.tb00182.x – volume: 48 start-page: 137 issue: 1 year: 2013 ident: key2021041415291181900_ref030 article-title: Constraints, internationalization and growth: a cross-country analysis of European SMEs publication-title: Journal of World Business doi: 10.1016/j.jwb.2012.06.014 – volume: 31 start-page: 564 issue: 5 year: 2013 ident: key2021041415291181900_ref039 article-title: Managing the fit between the views of competitive strategy and the strategic role of service operations publication-title: European Management Journal – year: 2015 ident: key2021041415291181900_ref006 article-title: Department of Business, Innovation and Skills (BIS) – year: 2015 ident: key2021041415291181900_ref009 article-title: Growing your small business – volume: 146 start-page: 233 issue: 2 year: 2003 ident: key2021041415291181900_ref035 article-title: Enterprise resource planning: developments and directions for operations management research publication-title: European Journal of Operational Research doi: 10.1016/S0377-2217(02)00546-5 – volume: 18 start-page: 336 issue: 4 year: 1998 ident: key2021041415291181900_ref046 article-title: Theory of constraints: a review of the philosophy and its applications publication-title: International Journal of Operations and Production Management doi: 10.1108/01443579810199720 – volume-title: Restoring our Competitive Edge: Competing Through Manufacturing year: 1984 ident: key2021041415291181900_ref028 – volume: 24 start-page: 701 issue: 7 year: 2004 ident: key2021041415291181900_ref003 article-title: Testing the four–stage model of the strategic role of operations management in a UK context publication-title: International Journal of Operations and Production Management doi: 10.1108/01443570410542000 – volume: 9 start-page: 169 issue: 2 year: 1990 ident: key2021041415291181900_ref017 article-title: Lasting improvements in manufacturing performance. Search of a new theory publication-title: Journal of Operations Management – volume-title: What is This Thing Called Theory of Constraints and How Should it be Implemented? year: 1990 ident: key2021041415291181900_ref022 – volume: 30 start-page: 684 issue: 6 year: 2011 ident: key2021041415291181900_ref032 article-title: The impact of ICT on innovation activities: evidence for UK SMEs publication-title: International Small Business Journal – volume: 14 start-page: 532 issue: 4 year: 1989 ident: key2021041415291181900_ref015 article-title: Building theory from case study research publication-title: Academy of Management Review doi: 10.5465/amr.1989.4308385 – volume: 39 start-page: 1053 issue: 6 year: 2001 ident: key2021041415291181900_ref007 article-title: Theory of constraints – a status report publication-title: International Journal of Production Research doi: 10.1080/00207540010028119 – volume: 26 start-page: 443 issue: 3 year: 1988 ident: key2021041415291181900_ref059 article-title: Computerized shop floor scheduling publication-title: International Journal of Production Research doi: 10.1080/00207548808947875 – volume: 26 start-page: 257 issue: 3 year: 2006 ident: key2021041415291181900_ref031 article-title: Resource and capability constraints to innovation in small and large plants publication-title: Small Business Economics doi: 10.1007/s11187-005-2140-3 – volume: 24 start-page: 39 issue: 1 year: 2005 ident: key2021041415291181900_ref057 article-title: Firm growth and supply chain partnerships: an empirical analysis of UK SME subcontractors publication-title: Small Business Economics doi: 10.1007/s11187-005-3095-0 – volume: 11 start-page: 132 issue: 2 year: 2000 ident: key2021041415291181900_ref033 article-title: A Hayes-Wheelwright framework approach to strategic management of third party logistics publication-title: Integrated Manufacturing Systems doi: 10.1108/09576060010314125 – start-page: 385 volume-title: Research Methods for Business year: 2010 ident: key2021041415291181900_ref050 – volume: 53 start-page: 279 issue: 3 year: 1996 ident: key2021041415291181900_ref014 article-title: The innovation funnel publication-title: Technology Forecasting and Social Change doi: 10.1016/S0040-1625(96)00098-4 – volume: 24 start-page: 812 issue: 6 year: 2013 ident: key2021041415291181900_ref036 article-title: An instrument to measure factors of strategic manufacturing effectiveness based on Hayes and Wheelwright’s model publication-title: Journal of Manufacturing Technology Management doi: 10.1108/JMTM-11-2011-0102 – start-page: 26 volume-title: Statistics for Business and Economics year: 2003 ident: key2021041415291181900_ref042 – volume-title: Qualitative Data Analysis: A Sourcebook year: 1994 ident: key2021041415291181900_ref041 – volume: 17 start-page: 97 year: 1998 ident: key2021041415291181900_ref300 article-title: On theory in operations management publication-title: Journal of Operations Management doi: 10.1016/S0272-6963(98)00028-X – start-page: 291 volume-title: Pursuing the Competitive Edge year: 2005 ident: key2021041415291181900_ref029 – volume: 49 start-page: 4880 issue: 16 year: 2011 ident: key2021041415291181900_ref049 article-title: The cumulative capability ‘sand cone’ model revisited: a new perspective for manufacturing strategy publication-title: International Journal of Production Research – volume: L 124 start-page: 36 year: 2003 ident: key2021041415291181900_ref016 article-title: Commission recommendation of 6th May 2003 concerning the definition of micro, small and medium-sized enterprises publication-title: Official Journal of the European Union – volume-title: Essential Guide to Operations Management: Concepts and Case Notes year: 2010 ident: key2021041415291181900_ref002 – volume: 28 start-page: 991 issue: 10 year: 2008 ident: key2021041415291181900_ref025 article-title: Theory of constraints: a theory for operations management publication-title: International Journal of Operations Management doi: 10.1108/01443570810903122 – volume: 8 start-page: 21 issue: 1 year: 2006 ident: key2021041415291181900_ref001 article-title: Innovation management measurement: a review publication-title: International Journal of Management Reviews doi: 10.1111/j.1468-2370.2006.00119.x – volume: 17 start-page: 15 issue: 1 year: 1997 ident: key2021041415291181900_ref301 article-title: Classics in production and operations management publication-title: International Journal of Operations & Production Management doi: 10.1108/01443579710157961 – volume-title: The Goal year: 1984 ident: key2021041415291181900_ref023 – volume: 31 start-page: 916 issue: 9 year: 2011 ident: key2021041415291181900_ref018 article-title: Building factory fitness publication-title: International Journal of Production and Operations Management doi: 10.1108/01443571111165820 – volume: 16 start-page: 4 issue: 4 year: 1996 ident: key2021041415291181900_ref034 article-title: Strategic manufacturing effectiveness: an empirical study based on the Hayes-Wheelwright framework publication-title: International Journal of Operations and Production Management doi: 10.1108/01443579610114040 – volume: 18 start-page: 374 issue: 4 year: 1998 ident: key2021041415291181900_ref052 article-title: Core manufacturing capabilities and their links to product differentiation publication-title: International Journal of Operations and Production Management doi: 10.1108/01443579810199748 – ident: key2021041415291181900_ref012 – volume: 118 start-page: 578 issue: 3 year: 1999 ident: key2021041415291181900_ref044 article-title: AHP-based evaluation of AHP software publication-title: European Journal of Operational Research doi: 10.1016/S0377-2217(98)00321-X – volume: 15 start-page: 651 issue: 7 year: 2004 ident: key2021041415291181900_ref047 article-title: A questionnaire operationalising the Hayes and Wheelwright’s four-stage concept publication-title: Journal of Manufacturing Technology Management doi: 10.1108/17410380410555899 – volume: 37 start-page: 970 issue: 7 year: 2017 ident: key2021041415291181900_ref040 article-title: Organisational learning in SMEs: a process improvement perspective publication-title: International Journal of Operations and Production Management doi: 10.1108/IJOPM-09-2015-0580 – volume: 28 start-page: 155 issue: 2 year: 2008 ident: key2021041415291181900_ref037 article-title: The theory of constraints thinking process: retrospect and prospect publication-title: International Journal of Operations and Production Management doi: 10.1108/01443570810846883 – volume: 33 start-page: 15 issue: 1 year: 1991 ident: key2021041415291181900_ref010 article-title: Beefing up operations in service firms publication-title: Sloan Management Review – volume-title: Thinking for a Change: Putting the TOC Thinking Processes to Use year: 1999 ident: key2021041415291181900_ref048 – ident: key2021041415291181900_ref053 – ident: key2021041415291181900_ref005 doi: 10.1007/978-1-4471-1477-2_2 – volume: 40 start-page: 8 issue: 4 year: 1998 ident: key2021041415291181900_ref027 article-title: Operations based strategy publication-title: Californian Management Review doi: 10.2307/41165962 – volume-title: Case Study Research year: 1994 ident: key2021041415291181900_ref058 |
| SSID | ssj0002315 |
| Score | 2.303298 |
| Snippet | Purpose
The purpose of this paper is to know which growth-impeding constraints are perceived to act upon operations of small- to medium-sized (SME) companies... PurposeThe purpose of this paper is to know which growth-impeding constraints are perceived to act upon operations of small- to medium-sized (SME) companies by... |
| SourceID | proquest crossref emerald |
| SourceType | Aggregation Database Enrichment Source Index Database Publisher |
| StartPage | 756 |
| SubjectTerms | Categories Content analysis Corporate culture Empirical analysis Manufacturing Operations management Perceptions Philosophy Product development Theory of constraints |
| SummonAdditionalLinks | – databaseName: ProQuest Central dbid: BENPR link: http://cvtisr.summon.serialssolutions.com/2.0.0/link/0/eLvHCXMwpV1Nb9QwEB2VLULlwMdSxEJBPnACWd3Eju2cEK22ahFdIr7UW5Q4drsSJMsmi9Qb_4Azf49fUo_X6VKEeuFqx1aUeZo3dmbmATw3jsMYrzS1BUqYGS5omSaWstRwxw-KVb7b5-e3cjpVJydpFi7c2pBW2ftE76irRuMd-W7stsS2kpF8Nf9GUTUK_64GCY0bsImdyvgANvcm0-z9pS-Og4aBOzZQlkjZl82M1e7Rm3fZMSYmOApMqEO6uEJNf9Xnrn20J56Du__7yvfgTgg5yesVRu7DhqmHcKvPeB_C7T96Eg5hK-vFDc4fwM9snfdCGktO3aG9O6MzF2sj5xGN0SWKTHQtwQoJN7ScNzX5cDxpf__4RZq5WSHMTdcVccEmmVUhP8mP--Fla3DzDmnTZ5AVi3OCUskt6RqCBfAuIMbFX7fh08Hk4_4hDRIOVDMRdVRynupUYwVuXJZWFIWwLBkLLQvh4JOoMhWapZYnNjLMMCt0JUvHHywSonLh6UMY1E1tHgFJeakYZ1qqUmBSbCGk207xyNqkUONyBFFvvVyH_ub4Bb7k_pwzVrm3eB7FOVo8R4uP4OXlmvmqu8e1T78IoPj3w1fANIKdHhR5cAttvkbE4-unn8CW28kXP0bxDgy6xdI8hZv6ezdrF88Cyi8A3OIE_A priority: 102 providerName: ProQuest |
| Title | Perceptions of growth-impeding constraints acting upon SMEs’ operations and the identification and use of transitionary paths to elevate them |
| URI | https://www.emerald.com/insight/content/doi/10.1108/IJOPM-12-2015-0736/full/html https://www.proquest.com/docview/2534117517 |
| Volume | 38 |
| WOSCitedRecordID | wos000427151900007&url=https%3A%2F%2Fcvtisr.summon.serialssolutions.com%2F%23%21%2Fsearch%3Fho%3Df%26include.ft.matches%3Dt%26l%3Dnull%26q%3D |
| hasFullText | 1 |
| inHoldings | 1 |
| isFullTextHit | |
| isPrint | |
| journalDatabaseRights | – providerCode: PRVMCB databaseName: Emerald Management 120 customDbUrl: eissn: 1758-6593 dateEnd: 99991231 omitProxy: false ssIdentifier: ssj0002315 issn: 0144-3577 databaseCode: TMT dateStart: 19940101 isFulltext: true titleUrlDefault: https://www.emerald.com/insight providerName: Emerald – providerCode: PRVPQU databaseName: ABI/INFORM Collection customDbUrl: eissn: 1758-6593 dateEnd: 20241209 omitProxy: false ssIdentifier: ssj0002315 issn: 0144-3577 databaseCode: 7WY dateStart: 19940101 isFulltext: true titleUrlDefault: https://www.proquest.com/abicomplete providerName: ProQuest – providerCode: PRVPQU databaseName: ABI/INFORM Global customDbUrl: eissn: 1758-6593 dateEnd: 20241209 omitProxy: false ssIdentifier: ssj0002315 issn: 0144-3577 databaseCode: M0C dateStart: 19940101 isFulltext: true titleUrlDefault: https://search.proquest.com/abiglobal providerName: ProQuest – providerCode: PRVPQU databaseName: Engineering Database customDbUrl: eissn: 1758-6593 dateEnd: 20241209 omitProxy: false ssIdentifier: ssj0002315 issn: 0144-3577 databaseCode: M7S dateStart: 19940101 isFulltext: true titleUrlDefault: http://search.proquest.com providerName: ProQuest – providerCode: PRVPQU databaseName: Healthcare Administration Database customDbUrl: eissn: 1758-6593 dateEnd: 20241209 omitProxy: false ssIdentifier: ssj0002315 issn: 0144-3577 databaseCode: M0T dateStart: 19940101 isFulltext: true titleUrlDefault: https://search.proquest.com/healthmanagement providerName: ProQuest – providerCode: PRVPQU databaseName: ProQuest Central customDbUrl: eissn: 1758-6593 dateEnd: 20241209 omitProxy: false ssIdentifier: ssj0002315 issn: 0144-3577 databaseCode: BENPR dateStart: 19940101 isFulltext: true titleUrlDefault: https://www.proquest.com/central providerName: ProQuest – providerCode: PRVPQU databaseName: Research Library customDbUrl: eissn: 1758-6593 dateEnd: 20241209 omitProxy: false ssIdentifier: ssj0002315 issn: 0144-3577 databaseCode: M2O dateStart: 19940101 isFulltext: true titleUrlDefault: https://search.proquest.com/pqrl providerName: ProQuest |
| link | http://cvtisr.summon.serialssolutions.com/2.0.0/link/0/eLvHCXMwrV3NbtQwEB6VghA98FNAXSgrHziBok1ix06OUG0FiN1GdIFyihLHpiu1yWqTReLGG3Dm9XgSZrzJlqIKCYmLlTjOSMmM55ux5gfgqUEM46LUns2phZkR0iuSyHo8MQLxIealq_b54a2aTuOTkyTdgrTPhXFhlevjGKen51VDTuqIArdRC28KDlD3mtdvjtIJhRYgiEUeyqoc0Zn16LQ9P3NK2aeWBrPJbKOaw66lAXoRHo-U6rNoriR2Can-SNe9UNkOhw7v_P8vuAu3O5uUvVgL0T3YMtUu3OxD4ndh57eihffhe3oRC8Nqyz6jI9-eenO0vwkHmSaLkxpPtA2jrAmcWi3qih1Pxs3Pbz9YvTBrqcPHVcnQAGXzsotZcvNuetUYIt4SlLqosnz5lVH75Ia1NaOkeDSS6eXzB_D-cDw7eOV1bR08zWXQekqIRCeasnLDorAyz6XlkS-1yiWKVBQXidQ8sSKygeGGW6lLVSCm8EDKEk3Wh7Bd1ZXZA5aIIuaCaxUXkgJlc6mQXCwCa6M89osBBD0LM93VPKc_cJY538ePM8eBLAgz4kBGHBjA8807i3XFj7-uftYx--rFl5g7gP1eeLJOVTRZiHuF6qUG6tG_0HoMt_DapUcG4T5st8uVeQI39Jd23iyHcE19_DSE6y_H0_Qd3k38AzfOaAyPaFTHQ7c5fgGQ9xAm |
| linkProvider | Emerald |
| linkToHtml | http://cvtisr.summon.serialssolutions.com/2.0.0/link/0/eLvHCXMw1V3NbtNAEB6Vgmg58BOKGiiwB7iAVrW99to-IISgVUOTEImAejP2ehciUTvEDlVuvAFnXoKH4kmY2dgNRai3Hrjuz0hef_Oz9jczAI80-jDh54qblFqYaV_yLA4MF7H20T9EIrfVPt_3w-EwOjqKR2vws82FIVplaxOtoc5LRd_Idz0USWUl3fD59AunrlH0d7VtobGExaFenOCVrXrWe4Xv97Hn7e-NXx7wpqsAV0K6NQ99P1axoqRQL8uMTFNpROBIFaYSnyiIslgqERs_MK4WWhip8jBDkyZcKXOMmFDuJbhMdfWIQjhwxqeW32s6JuAlhYsgDNskHSfa7b1-MxoQDQIdbsBRr-QZR_hXNvDKI1g3t3_jfzugm3C9CajZi6UG3II1XXTgasvn78C1PyoudmBz1LZuWNyG76MVq4eVhn2clSf1Jz7BmwR5dKYodqYWGnXFKP8Dh-bTsmBvB3vVr28_WDnVS_3B6SJnGEqzSd6wr-y4HZ5XmoTXFBRYflw6WzBqBF2xumSU3o_hPm0-3oJ3F3JSd2C9KAu9DSz2s0j4QoVRJonym8oQxUW-a0yQRk7WBbdFS6Ka6u10Ap8Te4tzosQiLHG9hBCWEMK68PR0z3RZu-Tc1U8aEP578RnwdmGnBWHSGL0qWSHw7vnTD2HjYDzoJ_3e8PAebKJUm-bpejuwXs_m-j5cUV_rSTV7YPWLwYeLxutvDUVhXA |
| linkToPdf | http://cvtisr.summon.serialssolutions.com/2.0.0/link/0/eLvHCXMw1V3NbtQwEB6Vgqpy4GcBsVDAB7iArE1ix04OCCHaFUu7SyQK6i0kjg0rQbJsslR74w048yo8Dk-Cx5t0KUK99cDVPyPF-cYzk3wzA_BQWxvGeKGoybCFmeaC5nFoKIs1t_YhYoWr9vnuQE4m0dFRnGzAzy4XBmmV3Z3oLuqiUviNfBBYkVhW0pcD09Iikt3hs9kXih2k8E9r105jBZF9vTy24Vv9dLRr3_WjIBjuHb54SdsOA1Qx4TdUch6rWGGCaJDnRmSZMCz0hJKZsE8XRnksFIsND42vmWZGqELm9npjvhCF9Z6s3AtwUfIwwMBv7B2eWIGg7Z5gAxbKQim7hB0vGoxevU7GSImwxjekVsfEKaP4V2bw2jo4kze8-j8f1jW40jra5PlKM67Dhi57sNXx_Htw-Y9KjD3YTrqWDssb8D1Zs31IZciHeXXcfKRTG2GgpScKfWpsrdHUBPNC7NBiVpXkzXiv_vXtB6lmeqVXdrosiHWxybRoWVlu3A0vao3CG3QWHG8umy8JNoiuSVMRTPu3YQBu_nwT3p7LSd2CzbIq9W0gMc8jxpmSUS6QCpwJacVF3DcmzCIv74PfISdVbVV3PIFPqYvuvCh1aEv9IEW0pYi2Pjw52TNb1TQ5c_XjFpD_XnwKyH3Y6QCZtpdhna7ReOfs6QewZWGaHowm-3dh2wp12Z9-sAObzXyh78El9bWZ1vP7TtUIvD9vuP4GqFBqIg |
| openUrl | ctx_ver=Z39.88-2004&ctx_enc=info%3Aofi%2Fenc%3AUTF-8&rfr_id=info%3Asid%2Fsummon.serialssolutions.com&rft_val_fmt=info%3Aofi%2Ffmt%3Akev%3Amtx%3Ajournal&rft.genre=article&rft.atitle=Perceptions+of+growth-impeding+constraints+acting+upon+SMEs%E2%80%99+operations+and+the+identification+and+use+of+transitionary+paths+to+elevate+them&rft.jtitle=International+journal+of+operations+%26+production+management&rft.au=Clegg%2C+Ben&rft.date=2018-03-12&rft.pub=Emerald+Publishing+Limited&rft.issn=0144-3577&rft.eissn=1758-6593&rft.volume=38&rft.issue=3&rft.spage=756&rft.epage=783&rft_id=info:doi/10.1108%2FIJOPM-12-2015-0736&rft.externalDocID=10.1108%2FIJOPM-12-2015-0736 |
| thumbnail_l | http://covers-cdn.summon.serialssolutions.com/index.aspx?isbn=/lc.gif&issn=0144-3577&client=summon |
| thumbnail_m | http://covers-cdn.summon.serialssolutions.com/index.aspx?isbn=/mc.gif&issn=0144-3577&client=summon |
| thumbnail_s | http://covers-cdn.summon.serialssolutions.com/index.aspx?isbn=/sc.gif&issn=0144-3577&client=summon |