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Strategic determinants of the support absorption process in the SMEs sector companies

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Listed:
  • Matejun Marek

    (Department of Entrepreneurship and Industrial Policy, Faculty of Management, University of Lodz, Lodz, Poland)

  • Woźniak Maciej

    (Department of Economics, Finance, and Environmental Management, Faculty of Management, AGH University of Science, and Technology in Cracow, Poland)

Abstract

Aim/purpose – The aim of the paper is to identify and assess the strategic factors that determine the absorption process of support instruments by SMEs sector companies. Design/methodology/approach – Strategic factors were identified on the basis of the literature review and opinions of ten experts representing management sciences. Further empirical verification of the proposed assumptions was carried out on a random sample of 1,741 micro-, small- and medium-sized enterprises from 22 European Union countries. Findings – The obtained results indicate a significant positive influence of five identified strategic factors, i.e. social, support environment, resource, management system and organisational, on the support absorption process. This impact is slightly stronger in the acquisition phase than in the use of support instruments by the SMEs. Research implications/limitations – The results provide a basis for improving efforts to acquire and use external support for micro-, small- and medium-sized enterprises. The limitations of the study include respondents’ high subjectivity of opinions and complex character of considered theoretical constructs. Originality/value/contribution – The contribution of research to the development of management sciences primarily includes the formulation and empirical verification of a set of strategic factors determining the support absorption process in SMEs.

Suggested Citation

  • Matejun Marek & Woźniak Maciej, 2020. "Strategic determinants of the support absorption process in the SMEs sector companies," Journal of Economics and Management, Sciendo, vol. 41(3), pages 5-24, September.
    • Handle: RePEc:vrs:jecman:v:41:y:2020:i:3:p:5-24:n:5
    DOI: 10.22367/jem.2020.41.01
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    References listed on IDEAS

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    1. Philip McCann & Raquel Ortega-Argilés, 2016. "Smart specialisation, entrepreneurship and SMEs: issues and challenges for a results-oriented EU regional policy," Small Business Economics, Springer, vol. 46(4), pages 537-552, April.
    2. C. Vedovello, M. Godinho, 2003. "Business incubators as a technological infrastructure for supporting small innovative firms' activities," International Journal of Entrepreneurship and Innovation Management, Inderscience Enterprises Ltd, vol. 3(1/2), pages 4-21.
    3. North, David & Smallbone, David & Vickers, Ian, 2001. "Public Sector Support for Innovating SMEs," Small Business Economics, Springer, vol. 16(4), pages 303-317, June.
    4. Agnieszka Peszko, 2014. "Micro-, small-, and medium-sized enterprises using structural funds," Managerial Economics, AGH University of Science and Technology, Faculty of Management, vol. 15(1), pages 97-106.
    5. Alexandra Moritz & Joern H. Block & Andreas Heinz, 2016. "Financing patterns of European SMEs -- an empirical taxonomy," Venture Capital, Taylor & Francis Journals, vol. 18(2), pages 115-148, April.
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    More about this item

    Keywords

    small business; SMEs sector; support; absorption process; entrepreneurship; strategic management;
    All these keywords.

    JEL classification:

    • L10 - Industrial Organization - - Market Structure, Firm Strategy, and Market Performance - - - General
    • L25 - Industrial Organization - - Firm Objectives, Organization, and Behavior - - - Firm Performance
    • L26 - Industrial Organization - - Firm Objectives, Organization, and Behavior - - - Entrepreneurship

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