1 | Foundational Study | Factors Proven | Supporting Studies | Critical Success Factors | ||||||||
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2 | Self Efficacy | Strategic Planning | Marketing Strategy | Sales Strategy & Sales Skills | Market Intelligence | Money Management | Business Operating Systems | Business Intelligence | Gov't / Economic Factors | |||
3 | Saudia Arabia: Critical Success Factors In SMEs | Individual Factors Management Factors Business Support Capital Availability [2 were proved as ineffective, biz characteristics, biz environment] | Individual Factors, | Individual Factors, Management Factors, | Individual Factors, Management Factors, | Business Support, Capital Availability | Business Support, | Business Support, Capital Availability | ||||
4 | Meta-Analysis: Success Factors In New Ventures | Supply Chain Integration Market Scope Firm Age Size of Founding Team Financial Resources Marketing Experience Industry Experience Patent Protection | Marketing Experience, Industry Experience, Patent Protection | Supply Chain Integration, Market Scope, Size of Founding Team, Patent Protection | Market Scope, Marketing Experience, | Marketing Experience | Market Scope, Industry Experience, Patent Protection | Size of Founding Team, Financial Resources | Supply Chain Integration, Market Scope, Size of Founding Team, Patent Protection | Supply Chain Integration, Size of Founding Team | Supply Chain Integration, Financial Resources, Patent Protection | |
5 | Harvard Business Review: What sets successful CEOs [and their orgs] Apart? | Delivering Results Reliably, Adapting Proactively, Engaged Team, Quick & Decisive Decision Making | Delivering Results Reliably, Adapting Proactively, Engaged Team, Quick & Decisive Decision Making | Adaptability, Decision Making Structure, How To Delivery Results Reliably | Decision Making Structure, How To Delivery Results Reliably | Adapting Proactivey, | Engaged Team | Engaged Team | ||||
6 | Factors Affecting Business Success - Indonesia | Capital Access, Marketing, Technology (+), legal (-) | Technology | Marketing, Technology | Marketing | Marketing | Capital Access, | Technology | Technology | Capital Access (+), Legal (-) | ||
7 | Entrepreneurial Talent & Venture Performance - Meta Analysis | Network [really vague in my opinion] Planning Team Size Experience & Skills | Experience & Skills | Planning, Team Size | Experience & Skills | Team Size Experience & Skills, Network | Planning, Experience & Skills | Network? | Planning | |||
8 | Leadership Behaviours: Relation-orientation; 1.Strategic and visionary leader role, 2.Communication and information, 3.Authority and responsibility, 4.Learning culture, 5.Workers conversations, 6.Plainness and simplicity, 7. Humanity and trust, 8. Walking around, and 9. Reflective personal leadership. | Leadership Behaviour In Successful Orgs. | X Plainness, Simplicity, Humanity,Trust, & Walking around. | Strategic and visionary leader role. | Communication and Information. | |||||||
9 | Personality Traits: Self-efficacy Proactive personality Tenacity Need for achievement Stress tolerance Goal orientation Need for autonomy Innovativeness Endurance Flexibility Passion for work | Meta-Analysis on Biz Owner Personality Traits | Self-efficacy Proactive personality Tenacity Need for achievement Stress tolerance Goal orientation Need for autonomy Innovativeness Endurance Flexibility Passion for work | |||||||||
10 | Business Plan (written plans and the process of business planning) Business Performance: (frequent planning meetings, market and scenario analysis, use of computers, portfolio analysis methods) | Meta Analysis - Context Factors Strategic Planning | Business Plan (written plans and the process of business planning) Business Performance: (frequent planning meetings, market and scenario analysis, use of computers, portfolio analysis methods). | |||||||||
11 | Meta-Analysis Team Size, Diversity & Performance | Experience Diversity, Functional Diversity, Ethnic/Gender Diversity (overall, larger team sizes and more diverse teams lead to superior performance.) | Experience Diversity | X | X Internationalization / Joint Ventures / Strategic Alliances] | Functional Diversity, | ||||||
12 | Work & Behaviour Patterns In Successful SMEs | long hours, lots of 'touring' and exercise active leadership [behaviours oriented towards relationships, tasks, change, and the dimensions of the HEL model,] | X | Active leadership | X | |||||||
13 | SME Success Factors [Thailand] | SMEs characteristic, customer and market, the way of doing business, cooperation, resources, finance, external environment | co-operation | characteristic, customer, way of doing business | customer, market | cooperation | customer, market | finance, resources | cooperation, characteristic | external environment | ||
14 | SME Success Factors [Pakistan] | financial resources, marketing strategy, technological resources, government support and entrepreneurial skills such as: leadership skills , decision making skills, management skills and professional affiliation with the business | entrepreneuruial skill | technological resources, financial resources, | marketing strategy | marketing strategy | financial resources | government support, financial resources | ||||
15 | Effective communication, Effective leadership and Team working, Employee involvement. | Org. Change Meta Analysis - 200 Case Studies | Effective leadership, Team working,, effective communication | Effective communication, Employee involvement. Team working, | ||||||||
16 | Digital Business Strategy Sustainability strategy Financial Performance | Strategy as moderator between digitial biz strategy & financial performance | Sustainability strategy | Digital Business Strategy | Financial Performance | Financial Performance | ||||||
17 | Organizational Innovation (OI) Business Performance (BP) Entrepreneurial Leadership (EL) | Entrepreneurial Leadership & Business Performance | Entrepreneurial Leadership (EL) | Business Performance (BP) | Business Performance (BP) | Organizational Innovation (OI) | ||||||
18 | Entrepreneur Competence: 1. The Disciplined Mind 2. The Synthesizing Mind 3. The Creating Mind 4. The Mutual Respect Mind 5. The Ethical Mind A. Entrepreneur’s Motives: Achievement Motivation (Need for Achievement), Need for Independence/Autonomy/Personal Control, Need for Personal Growth and Development, Need for Social Recognition and Respect, Need for Social Security and Greater Comfort for the Self and Family, Need for Money/Wealth, Need for Enjoying Creative, Innovative and Path-breaking Work, etc. B. Entrepreneur’s Attitudes & Personal Characteristics: Innovativeness, Creativity, Proactivity, Risk-taking Propensity, Internal Locus of Control, Self-efficacy, Tolerance for Ambiguity, Social Intelligence, Extraversion, Miscellaneous, Competencies and Personal and Family Background. C. Entrepreneurial Intentions and Behavior: For Opportunity Recognition, For Venture Start-up, For Survival and Growth & For Desired Performance of the Firm. D. Entrepreneurial Performance and Outcomes: Sales Growth, Market Share, Profitability, Stakeholder’s Satisfaction, Overall Performance, Overall Firm’s Growth, & Behavioral Outcomes. E. Environment Factors: Socio-economic Conditions, Availability of Financial Support, Availability of Non-financial Support, Social and Entrepreneurial Network & Government Policies/Procedures. | Meta-Analysis: Entrepreneurial Competencies | Entrepreneur’s Motives: Entrepreneur’s Attitudes & Personal Characteristics: Entrepreneurial Intentions and Behavior: | Entrepreneurial Performance and Outcomes: | Entrepreneurial Performance and Outcomes: | Environment Factors: | ||||||
19 | Business planning (written business plan or sophisticated planning process or documented goals). Effective resource utilization. Bulding alliances (partnerships) , Cultural context | Meta Analysis - Biz Planning & Performance Relationship | Business Planning | Building alliance | Building alliance | X | Effective resource utilization | Building alliance | Cultural context | |||
20 | Business planning (written business plan or sophisticated planning process or documented goals). Effective resource utilization. Bulding alliances (partnerships) , Cultural context | What are the biggest obstacles to growth of SMEs in developing countries? | Management skills, experience | marketing strategy, experience | marketing strategy, experience | Management skills | 1) Finance 2) Political factors 3) Government participation, political stability | |||||
21 | 1) Innovation 2) Environmental performace (energy saving, waste reduction, environmental impact, and ecological design in products) 3) Finance 4) Newness and quality product | impact of leanness and innovativeness on environmental and financial performance: Indian SMEs | innovation | new & quality products, innovation | finance | innovation, infrastructure | finance | |||||
22 | Innovative Capabilities, High Productivity Information Communication Technology (ICT). Soft Infrastructure Facilities. Efficient utilization of e-tools. High cost of infrastructure | Global Challenges and Survival Strategies of the SMEs in the Era of Economic Globalization: A Systematic Review | Innovative Capabilities,High Productivity | Information Communication Technology (ICT). Soft Infrastructure Facilities. Efficient utilization of e-tools. | Information Communication Technology (ICT). Soft Infrastructure Facilities. Efficient utilization of e-tools. | High cost of infrastructure | ||||||
23 | Demographic variable & Age. | Meta Analysis: Age & Entrepreneurial Career Success | Age | Demographic variables | ||||||||
24 | Education, planning, environment, entrepreneur criteria | SMEs Successful Factors: A Schematic Review [pg 86] | Education, entrepreneur criteria | planning, education | planning, education | education | planning | education | ||||
25 | Strategies for Enhancing Small-Business Owners' Success Rates | Three themes emerged from the collected data: (a) owner networking and the business as a customer-to-customer networking venue; (b) business plans, addressing initial challenges, and subsequent changes; and (c) marketing differentiation. | Addressing initial challenges, and subsequent changes | business plans, | owner networking and the business as a customer-to-customer networking venue | Marketing differentiation. | ||||||
26 | access to capital, managerial skills, government support, planning, access to market and financial training interventions | Owners Perspective of Factors Associated with Performance of Small, Medium and Micro Enterprises | managerial skills | planning, education | access to market | access to market | financial training, access to capital | managerial skills | access to capital, financial training, government training | |||
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