The Key Success Factors, Distinctive Capabilities, and Strategic Thrusts of Top SMEs in Singapore

The research tries to determine the strategy dynamics and key success factors (KSFs) for excellence in performance of the so-called tiger SMEs in Singapore. In 1995 and 1996, 50 top privately owned and successful enterprises in Singapore were identified. They have shown that they can excel, even in...

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Main Authors: Ghosh, B. C., TAN, Wee Liang, TAN, Teck Meng, Chan, Ben
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Language:English
Published: Institutional Knowledge at Singapore Management University 2001
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Online Access:https://ink.library.smu.edu.sg/soa_research/132
http://dx.doi.org/10.1016/s0148-2963(99)00047-8
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spelling sg-smu-ink.soa_research-11312010-09-22T09:12:05Z The Key Success Factors, Distinctive Capabilities, and Strategic Thrusts of Top SMEs in Singapore Ghosh, B. C. TAN, Wee Liang TAN, Teck Meng Chan, Ben The research tries to determine the strategy dynamics and key success factors (KSFs) for excellence in performance of the so-called tiger SMEs in Singapore. In 1995 and 1996, 50 top privately owned and successful enterprises in Singapore were identified. They have shown that they can excel, even in the current highly competitive and high operation–cost environment. Their performance can be attributed to their dynamism and a few KSFs that are apparently universal to these successful companies. The strategy dynamics and their specific components (i.e., the six top SMEs) are found to be: 1) A committed, supportive, and strong management team. 2) A strong, visionary, and capable leadership. 3) Adopting the correct strategic approach. 4) Ability to identify and focus on market. 5) Ability to develop and sustain capability. 6) A good customer and client relationship. Approximately 60% of the companies surveyed were found to be of Defender type organizations (Miles and Snow typology). As a majority of the companies are from manufacturing and servicing sectors and from OEMs supporting the MNCs, it is not surprising that the Defender type strategy is predominant. However, such organizations may have to evolve in order to adopt a more superior strategy such as Prospector and Analyzer when environment changes. The importance placed by organizations adopting different strategy types on their strategic posture are different although KSFs and capabilities are generally universal. Comparing proactive with passive strategy types, the degree of emphasis given on various success factors by proactive type companies was generally found to be higher. Specifically, proactive type companies placed higher importance on the following factors for excellent performance: (i) Satisfying customers needs, (ii) Close working relationship between top management and employee, (iii) Regionalization, (iv) Leadership, (v) Availability of financial and technology resources and support. Further, the research also found that the importance attached to the various strategy-related success factors changes with the development. As it becomes more established, the ranking of KSFs changes as the organization faces different challenges when competitions becomes tougher.Enterprises need to pay attention to the following dynamics and strategic thrusts (a) Strong market orientation and relevant capability; (b) Effective management; (1) Strong management commitment and support (2) Strong organizational capability and management cohesiveness; (c) Access to broad base support and resources (i.e., Networking). 2001-03-01T08:00:00Z text https://ink.library.smu.edu.sg/soa_research/132 info:doi/10.1016/s0148-2963(99)00047-8 http://dx.doi.org/10.1016/s0148-2963(99)00047-8 Research Collection School Of Accountancy eng Institutional Knowledge at Singapore Management University Accounting Asian Studies Entrepreneurial and Small Business Operations
institution Singapore Management University
building SMU Libraries
continent Asia
country Singapore
Singapore
content_provider SMU Libraries
collection InK@SMU
language English
topic Accounting
Asian Studies
Entrepreneurial and Small Business Operations
spellingShingle Accounting
Asian Studies
Entrepreneurial and Small Business Operations
Ghosh, B. C.
TAN, Wee Liang
TAN, Teck Meng
Chan, Ben
The Key Success Factors, Distinctive Capabilities, and Strategic Thrusts of Top SMEs in Singapore
description The research tries to determine the strategy dynamics and key success factors (KSFs) for excellence in performance of the so-called tiger SMEs in Singapore. In 1995 and 1996, 50 top privately owned and successful enterprises in Singapore were identified. They have shown that they can excel, even in the current highly competitive and high operation–cost environment. Their performance can be attributed to their dynamism and a few KSFs that are apparently universal to these successful companies. The strategy dynamics and their specific components (i.e., the six top SMEs) are found to be: 1) A committed, supportive, and strong management team. 2) A strong, visionary, and capable leadership. 3) Adopting the correct strategic approach. 4) Ability to identify and focus on market. 5) Ability to develop and sustain capability. 6) A good customer and client relationship. Approximately 60% of the companies surveyed were found to be of Defender type organizations (Miles and Snow typology). As a majority of the companies are from manufacturing and servicing sectors and from OEMs supporting the MNCs, it is not surprising that the Defender type strategy is predominant. However, such organizations may have to evolve in order to adopt a more superior strategy such as Prospector and Analyzer when environment changes. The importance placed by organizations adopting different strategy types on their strategic posture are different although KSFs and capabilities are generally universal. Comparing proactive with passive strategy types, the degree of emphasis given on various success factors by proactive type companies was generally found to be higher. Specifically, proactive type companies placed higher importance on the following factors for excellent performance: (i) Satisfying customers needs, (ii) Close working relationship between top management and employee, (iii) Regionalization, (iv) Leadership, (v) Availability of financial and technology resources and support. Further, the research also found that the importance attached to the various strategy-related success factors changes with the development. As it becomes more established, the ranking of KSFs changes as the organization faces different challenges when competitions becomes tougher.Enterprises need to pay attention to the following dynamics and strategic thrusts (a) Strong market orientation and relevant capability; (b) Effective management; (1) Strong management commitment and support (2) Strong organizational capability and management cohesiveness; (c) Access to broad base support and resources (i.e., Networking).
format text
author Ghosh, B. C.
TAN, Wee Liang
TAN, Teck Meng
Chan, Ben
author_facet Ghosh, B. C.
TAN, Wee Liang
TAN, Teck Meng
Chan, Ben
author_sort Ghosh, B. C.
title The Key Success Factors, Distinctive Capabilities, and Strategic Thrusts of Top SMEs in Singapore
title_short The Key Success Factors, Distinctive Capabilities, and Strategic Thrusts of Top SMEs in Singapore
title_full The Key Success Factors, Distinctive Capabilities, and Strategic Thrusts of Top SMEs in Singapore
title_fullStr The Key Success Factors, Distinctive Capabilities, and Strategic Thrusts of Top SMEs in Singapore
title_full_unstemmed The Key Success Factors, Distinctive Capabilities, and Strategic Thrusts of Top SMEs in Singapore
title_sort key success factors, distinctive capabilities, and strategic thrusts of top smes in singapore
publisher Institutional Knowledge at Singapore Management University
publishDate 2001
url https://ink.library.smu.edu.sg/soa_research/132
http://dx.doi.org/10.1016/s0148-2963(99)00047-8
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