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Perceptions of growth-impeding constraints acting upon SMEs’ operations and the identification and use of transitionary paths to elevate them

机译：对影响中小企业运营的增长障碍的看法以及确定和使用提升途径的过渡途径

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STRUCTURED ABSTRACT PURPOSE: 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 perceptions of constraints found at each level – current and future. METHODOLOGY: an open-ended survey and a series of group workshops have gathered new empirical data about these perceptions, which were coded using 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 were 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: 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: 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.
机译：结构化的抽象目的：了解哪些增长障碍约束会受到所有者经理对中小型（SME）公司的运营的影响，并建议过渡路径以提高约束并提高中小企业运营做出的贡献水平。为此，本研究主要建立在Hayes等人（2005）的运营贡献模型上，用于区分不同级别的运营贡献，其次是基于“约束理论”哲学来解释每个层次上对约束的看法–当前和未来。方法：不限成员名额的调查和一系列的小组讨论会收集了有关这些看法的新的经验数据，这些数据使用“关系内容分析”进行编码，以识别出一系列简化的感知增长障碍约束类别。确定了最流行的过渡，并计算了“可感知的当前”和“可感知的未来”约束类别之间的频率等级顺序相关性，并讨论了可能的增长路径。在相关行动研究中记录了三个中小企业案例研究，以根据调查结果进行情境化。结果：最受欢迎的过渡是从“中立”到“领先”。人们缺乏能力被认为是最常见的阻碍增长的约束类别，其次是过程能力和产品与服务创新的综合缺乏，其次是信息技术自动化技术的缺乏。另外，已经归纳地产生了一个新的概念模型，以解决在将其应用于英国中小企业的过程中原始运营贡献模型（Hayes等，2005）中发现的缺点。本文将这种新模式称为“运营增长火箭”。研究局限性：本研究仅使用来自英国中小企业的数据。实际意义：这项工作应帮助中小企业所有者-经理克服阻碍其运营的增长障碍，并帮助他们制定更有效的行动和途径，以提高其运营做出的贡献水平。反过来，这应支持其组织的成长。调查结果还将为有关中小型企业更有效的运营管理的教学提供信息。社会影响：这项工作应有助于英国中小型企业的发展，这反过来将增强英国经济。原创性：来自208家中小型企业的新颖方法和新数据修改了传统的运营贡献模型（Hayes等，2005）。这是通过将过渡路径视为从约束类别中抽象出来的元类别来实现的，并结合案例数据以实现更高的运营贡献水平，而不是使用离散的增长障碍和增长约束“水平”。这项研究归纳了经典贡献模型的新版本，该模型应该更适合于刺激（英国）中小企业的增长。

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    Clegg, Benjamin T;

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  • 年度 2018
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