Firm Behavior in SME and Innovation

Firm Behavior in SME and Innovation

SMEs entail small and medium-sized business facilities that are independent and employ fewer employees than the projected number depending on the region. Primarily, SMEs have more than 30 staff but does not surpass 250 employees. The paper explores the SMEs firm behavior using framework and entrepreneur innovation.

Firm Behavior Using Framework

SMEs entail particular elements of organizational traits. There are various elements of the SMEs organizational buying traits which tend to be aligned to the product specific elements, supplier focused elements, buyer frim elements, economic aspects, market concentrated elements, decision makers and data sourcesalongside intermediaries. For the essence of being effective, the seller organizations have to try in comprehending the buying traits of the client firms. However, the purchasing procedure of the client firms has a significant complexity which comes from its properties of being multi-emphasized(Covin and Slevin, 1991). SMEs entail distinct large firms based on the organizational composition, systematic arrangement, human resources, market and clients and the culture in their operations. Firm behavior in SMEs has been outline in some theories and perspectives. This entails the buy-classes theory, open system theory, and operational perspective and reward theory.

Buy-classes theory considers the organizational buying as a procedure of sequential practices. Their framework entails the phase model and buy-class. The phase model entails the business activities being introduced. The SMEs are regarded as entities that undergo particular stages to develop a buying decision which entails problem acknowledgment, general need projection, product outline, supplier search and the performanceassessment. Additionally, the consumers buying procedures entails the stages being focused on the attempt to go into buying procedure relying on buying model, for instance modified rebuy and straight rebuy.

Moreover, SMEs buying behavior is based on the pen system theory. This entails that the SME is an open system that comprises of the sub-systems and is enjoined in a larger system that are highly interacted. The behavior of individual system however impacts and is affected by the behavior of the system. Hence, for the essence of understanding the SME buying behavior, the sub-systems and other significant systems have to be understood. The systems referred to as influencers tend to be divided into four entities which entail the environment, organizational, buying center and individual engagements. The environment influencers comprises of physical, technological, economic, political, legal and cultural environment Additionally, the physical and technological environment retail suppliers, clients and the authorities that are responsible in regulating the SMEs. Conclusively, other business entities and other social firms are considered as legal and cultural environment. The SMEs determinants of buying traits tend to be the technology that is associated with purchasing, the structure of the buying entity and the SME objectives. SMEs buying behavior also tends to be based on the buyer behavior theory. This entails the purchasing process being determined through the impact of some external efforts on the cognitive procedure of an individual for a commodity(Covin and Slevin, 1991). It directs the SMEs into three parts of operational lay out. These entail the psychological perspective of the participants of the buying decisions, the circumstances that influence the decisions among the parties and the joint decision making procedure alongside conflict existing between the decision makers and the solution. Moreover, alongside the three significant points, operational approach is an essential approach to the SME buying behavior. Base on the organizational aspect, this perspective aims at ensuring that it integrates the processes, rationales and techniques that enhance the actual practice of managing. Moreover, it entails a primary element of science and concept that is based on science and technology specific to the management alongside selective concepts from other approaches. The operational approach is primarily focused on the concept that is significant to the management of the SMEs, so is not extensive to the point of enlisting the factors that entail relationships despite the fact that they may be associated to the management of the SME. From this approach, there existsmodels that have the objective of making the SMEs be practical and precise for the SME operations.

Additionally, the behavior of the SMEs when explored from a psychological view tends to be asserted as a type of work behavior. This entails the projection of the SME’s behavior based on the reward theory which is an expected framework of motivation that is based on the reward processes of the SMEs. Hence, the SME have the reward and measurement systems that have the objective of ensuring that they encourage the new parties of itsactivities.

Thus, apart from the current organizational buying behaviorframeworks, the relationship-focusedentities tend to be an essential element the purchasing behavior of the SMEs. When the SMEs develop a significantpurchasing rationale, relationship focused elements such as trust, loyalty and communication quality develop into becoming outstanding for decision makers. Small buyers stand chances of enhancing long term relationships with their suppliers where the SMEs will be more loyal to the suppliers. Moreover, the SMEs-supplier tends to be individual and commercial at the same time. Hence, SEMs tend to manage this relationship and basically outline this supplier for an essential organizational purchase instance. Hence, as portrayed, the element of SMEs’ organization buying behavior projects some of the particular traits: these elements are differentin some extent from the elements of the current organizational buying behavior framework outlined as related to the large firms. Thus, the SMEs entail some buying behaviorelements which are crucial to them. Thus, professional marketers have to consider the components when planning and executing the relevant factors when focusing on the SMEs. For instance, the supplier-frim co-existence based elements such as trust;loyalty and communication tend to be prevalent in the SMEs processes. This many result in firms and marketing experts for the SMEs be distinct to build their marketing mix for the SMEs distinct from large firms. For instance they may incorporate more significance on promotion elements such as personal selling.

Innovation in SME

Innovation in SMEs entails actions that enhance mostly intermediate support to the SMEs. Moreover,innovation in SMEs’ funds additional processes aim at enhancing support based on the entrepreneurship, internalization and enhancing the access to the markets. Innovation in SMEs is objective in ensuring that it maximizes the research and development and innovation environment for the SMEs, entailing through the enhancement and provision of various support services with the goal of improving the innovation capability of SMEs and establishing value on the market thus facilitating the sustainable growth of the SMEs.

Innovation in SMEs entails actions that enhance intermediate support for the SMEs. These processes exist in the form of tailored projects, networking and the mobilizationactivity for innovation service providers and decision markets. This entails the network relevant to enhance a provision in the enhancement of SME’s access to funding opportunities, for example by facilitating brokerage a service for the SMEs exploring that is under an exploration. Innovation in SMEs’ facilitates a top-up to the budget of the initiatives responsible to the SMEs that aid in the market-focused transnational collaborative projects. The initiative collectstogether the natural resources with the objective of enhancingintegration of the national research relatingto the SMEs. Primarily, technology has been placed as one technique to incorporate innovation in business. Innovation is segregated into four main forms which entail innovation based on product, procedures, market and organization. Each of these elements depends on technology as a way of innovating through social networking, easy access to data through internet and technology tools in business operation. Generally, the success and growth of the SMEsrely on the SME’s potentiality to innovate on a progressive manner. Innovation in SMES is tied n particular circumstances.Though appropriate idea management and innovation management is primarily as essential for the competitiveness of the SMEs similarly to the large firms.

Innovation in SMEs depicts that all the new ideas are developed and directing them systematically towards success. This has to start to the ideas competition within the frim thus enabling the employees to come up with a topic that is accepted by all the relevant parties. Hence, from the designation of the SME’s website to the brand of the new commodity, there is need to ask for ideas. There is need to create an idea jury that will regulate the selection process of ideas. The essence of this is to ensure that the best ideas are executed. Hence the idea management and innovation management software tend to support the execution of the idea competitions hence making the innovation in SMEs be more quick and easy.

For SMEs to be productive there have to be innovation coaches and idea partners. The innovation coaches entail contact individuals for employees who have the concepts and would like directions on how effectively to implement them while the idea partners entail managers that avail themselves in pushing the ideas into implementation within the overview of the SMEs for the essence of create potentialities.

Innovation in SMEs tends to be an issue for the whole firm. There exist various philosophies in innovation management. This entails outsourcing innovation and digitization and designing the topic to the firm’s specialist departments. Some SMEs incorporate a mixed framework where there are particular forms of innovation that are executed in departments for other teams are established(Love &Roper, 2015). Innovation in the SMEs does not primarily need individual departments. Innovation management is regularly a responsibility of all the employees, for instance both the official staffs and subordinate staffs in the SMEs(Akinwale, Adepoju&Olomu, 2017). The SMEs tend to be effective with the framework of distributing the innovation management to distinct managers of the firm than with the development of their individual departments. The rationale behind this is that the SMEs are projected by the rationale that they develop innovative issue solutions for clients quickly. Distributing innovation to the whole organization means incorporating and enhancing the present innovation culture. For particular tasks, for instance particular tasks-working teams are usually designed, which tend to dissolve over a particular period. Own departments for innovation management in SMEs tend to be relevant if they are to execute concrete projects that are attained from the operations. This includes the enhancement of digital innovations in the SMEs.

Innovation in SME entails high extent of internal networking. Innovations in the SMEs are projected as an extreme puzzle that is projected in various entities in the SME. When enhancing the improvement of new commodities and digital innovations, it is essential to acknowledge the appropriate the right sections of the puzzle in the perceptions of the employees and relate them effectively(Rahman, Yaacob&Radzi, 2016). With a firm volume of less than 100 employees,most SMEs staffs are not aware of what others know. Hence, the larger the SME, the more difficult it becomes to integrate. However, the rapid internal exchange of concepts remains one of the most essential competitive advantages. Firms that desire to propel innovation in SMEs effectively usually ensure that the employees het free entry to the ideas of other staffs. Innovation managers in SMEs tend to enhance their ow types of knowledge, for instance, the innovation know-how through the designation of digital business frameworks and design thinking, digital expertise such as the web design and also it is possible for the employees to gain access intotheir know-how through the free text-fields. SMEs acknowledge the relevant technical resources through the innovation process hence capitalizing on the innovation to enhance productivity.


Akinwale, Y. O., Adepoju, A. O., &Olomu, M. O. (2017).The impact of technological innovation on SME’s profitability in Nigeria. International Journal of Research, Innovation and Commercialisation1(1), 74-92.

Covin, J.G. and Slevin, D.P. (1991) A Conceptual Model of Entrepreneurship as a Firm Behavior. Entrepreneurship Theory and Practice, 16, 7-25.

Love, J. H., & Roper, S. (2015). SME innovation, exporting and growth: A review of existing evidence. International small business journal33(1), 28-48.

Rahman, N. A., Yaacob, Z., &Radzi, R. M. (2016). An overview of technological innovation on SME survival: A conceptual paper. Procedia-Social and Behavioral Sciences224, 508-515.

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