SMEs (Small and Medium Sized Enterprises) are known as the backbone of an economy and they serve in the regional development of a country through the employment opportunities it generates. They differ from the large companies in terms of size, resources (financial, human etc.) and also the role of the entrepreneur where in an SME the entrepreneur is the owner as well as the manager.  Talking about the similarity with large companies, networking also holds an utmost importance to an SME (Small and Medium Sized Enterprise). Networking is one of an important activity of a firm in order to deal with the competitive business market. SMEs having features of less resources require networking in order to be able to have their business running. But as there are differences in SMEs and large companies, there also holds differences in how these companies perceive networking and the benefits they want to acquire through it.   In this paper we study on the factors responsible to motivate or initiate networking activities in SMEs. From our study on these factors we found factors such as, Resource dependency theory, Inter-organizational learning through networks, culture’s influence on networking etc.  With these factors affecting networking, we wanted to find if these were the motives behind networking activities by SMEs. Our empirical study was conducted within the SMEs situated in the Umea region. In this research we used an inductive point of application and the qualitative strategy in order to know the reasons behind SMEs steps towards networking. The data we have used in this thesis consist of both primary and secondary sources. Then after, we gathered the information through face-to-face interview with the owners and the responsible person of respective company. These persons have a good insight into the company’s networking activities as well as its factors.    It is finding out the factors responsible to initiate networking specifically among SMEs. We found that the degree of influence of  factors vary from SMEs to SMEs, depending upon the nature of SMEs, entrepreneurs, network actors and so on. Therefore, some factors have high influence and some factors have low or even neutral influences as well.

The evolution of electronic commerce as a global technological innovation raised a number of issues related to its adoption. Specifically, although electronic commerce use by companies has been associated with significant opportunities for growth, it has not been adopted in full. Small and Medium Size Enterprises (SMEs) in particular seem to hesitate to invest in electronic commerce technologies for reasons related to lack of awareness and concerns about security, human resources and cost. This phenomenon points to a need for effective electronic commerce diffusion strategies by policy makers in various levels of decision-making. This research recognises the importance of electronic commerce and realises the difficulties involved in its effective adoption. For that reason it offers an in-depth study of the electronic commerce diffusion process by examining the roles, activities and relationships of the entities involved in this process. Theories that support the research effort are innovation diffusion and stakeholder theories, which are synthesised in order to develop a framework that illustrates how the gaps in the literature can be bridged and how it can be used as an instrument to guide empirical work in the field of electronic commerce diffusion. The empirical contexts of the research are two projects on electronic commerce diffusion, which are analysed using an interpretive and qualitative research approach. The study concludes with specific implications for stakeholders involved in the provision of information and advice about electronic commerce and related consequences for diffusion receivers. The findings of this research can be useful for all stakeholders in the field, as they can get a better understanding of their own position as well as that of other actors in the context. Additionally, researchers in similar areas can find this work useful as a way to approach the study of the diffusion.

This thesis explores how small business owners learn to learn' to overcome barriers to growth or commercial success. This learning takes place within a process which has been termed the Learning-Decoding Approach. This Approach consists of three main factors - (1) how small business owners Scan their environment for signals and cues; (2) how they Decode any signals and cues; and (3) how they Test their Mental models and Assumptions - this factor incorporates an analysis of the inclination to be Open to changing or affirming the Mental Models and Assumptions held. Further, it examines what the small business owner does with the final result from this process: that is, is it used to influence the design of some strategic plan or does it become part of an emerging one? Generally, it was found that Strategic Planning is not a function of the Learning- Decoding Approach. It is not considered a core tool for overcoming barriers to growth. Its major role is at the task or operational level rather than the business level. Further, any attempt at Strategy Planning is only used as a guide. Fifty small firms were investigated within two `knowledge-worker' sectors: the Management Consulting Sector and the Marketing Consulting Sector. Within these sectors three sizes of firms were reviewed. Thirty-eight male and twelve female owner-managers were involved in the interviews. The research identified a number of similarities and some differences between the sectors; and provided a cultural explanation for them. The daily work practices used by owner-managers showed that the sectors were different but closely aligned. A tentative Learning-Decoding Approach model was developed and comprised three spectrums. Firms can be positioned on them according to their predisposition to, and skills in, Scanning the environment for signals, and Decoding the signals and then Testing them against their Mental Models and Assumptions. Further, if learning is to occur the owner-manager must be prepared to be open to changing any Mental Models and Assumptions held. By learning the skills implicit in this process, the owner-manager can move on to learning how to overcome the barriers to growth. This suggests that the Learning- Decoding Approach can provide a helpful model for advisers to enable them to mentor, coach, counsel or facilitate small business owners in a review of their business style and practice. The main conclusion drawn from the thesis is that Scanning, Decoding and Testing are perceived as valuable activities which influence commercial success. However, a gap is evident between attitude and behaviour. Due to this, it is felt that the aims of the research are only partly met.

The creation of the post-1992 European Single Market represents a significant change in the business environment confronting firms throughout Europe. Although there is an extensive source of literature available on appropriate strategic responses to the Single Market, very few of these writings contain guidance specifically related to the situation facing small and medium- sized enterprises (SMEs). The objectives of this study are i) to determine important veu-iables which might influence SME competitiveness, ii) how these may influence SME competitiveness and iii) to identiiy the formal or informal strategic approaches of SME firms responding to the challenge of the Single Market. To achieve these objectives a comparative study has been undertaken across approximately 200 UK and German SME food & drink processing firms. The first phase of the research involves a survey aimed at identifying which national, regional and company-specific variables may influence SME sector competitiveness in the Single European Market envirormient. British firms identify only a small number of crucially important vauriables whereas German respondents identify a much larger number of variables. Variables identified as having an important/very important influence on competitiveness are used in the second survey to determine whether these Eire likely to place firms in a stronger or weaker position on the competitive continuum within the post-1992 environment. UK firms are much more indifferent about competitive advantages and disadvantages compared to their German counterparts. German firms, in contrast, identify a balanced portfolio of disadvantages and advantages. The third survey is aimed at establishing companies' strategic approaches in terms of planning philosophy, market opportunities and internal capabilities. The survey establishes that German firms have a more formalised planning approach. Furthermore, most German SMEs follow a focused differentiation strategy, emphasising premium product performance with distinctive tangible and intangible benefits. At the same time increased emphasis is placed on making production more cost effective and efficient. Given that the identified strategic approach by the German firms appears to be the most appropriate strategic option for Northern European SME firms, it may be concluded that the latter appear to be in a stronger competitive position in the post-1992 environment. In contrast, small UK firms appear to reject the idea of getting actively involved in Single Market activities and continue to pursue domestic market issues. Findings indicate that UK respondents show distinctive gaps in their strategic approach. Hence, it can be anticipated that these firms are in a weaker position to counteract threats to their marketplaces from foreign competitors. A strategic response framework for SME firms is introduced and additional measures are discussed which may assist UK owner/managers to become more involved in formalised strategic plarming. This may lead to a more successful strategic response to the challenges of the Single European Market.

Strategic use of IT among SMEs has gained much attention recently as both reseachers and practitioners view this as one of the avenues for smaller firms to compete successfully. However, very little empirical work has been done to understand the issue. This study helps to fill this gap in the important research area by exploring the alignment of business strategy and IT strategy among UK man facturing firms with less than 150 employees. A mail survey of Chief Executive Officers generated 256 responses to an eight page questionnaire. Factor analysis of the nine business strategy and the nine IT strategy variables yielded three business strategy factors and three IT strategy factors which could be sensibly identified with strategy areas and which clearly showed a fit between the two sets. Based on these two set offactors, the measurement of IS alignment was explored using two methods: (1) the 'moderation' or interaction approach, and (2) the 'matching' or difference approach. The finding of this study provides support for past observation that the `moderation' approach of measuring fit' is more meaningful when the performance criterion is included in the research model. By using a multistep cluster analysis, two distinct groups of SMEs are identified based on the alignment between quality-oriented, product-oriented, and market-oriented business strategy and IT strategy which support these strategies. The group of SiviEs which has a high degree of alignment for the three strategy areas are found to achieve better organisational performance than the group of SÄLIEs with a low degree of IS alignment. Interestingly, the findings of this study also indicate that the degree of alignment between business strategy and IT strategy is related to the level of IT sophistication and the level of CEO's commitment to IT. In summary, this study has extended our understanding of IS alignment and has provided useful insights for CEOs of small and medium-sized companies in planning their IT utilisation.

Small and Medium sized Enterprises (SMEs) are vital components of many economic sectors including agri-food. However, due to their nature, SMEs face a number of developmental problems in their growth stages, including a lack of formalised marketing. Improving marketing is thus a potential source of competitive advantage for the industry and is therefore of policy interest to the Ministry of Agriculture Fisheries and Foods (MAFF). This research is an attempt to understand SMEs marketing and identify the successful patterns of agri-food SMEs in the North of England, in terms of their marketing practices. The comparative, integrated model to marketing research, blending the process model with the contingency approach was employed. Both quantitative and qualitative techniques from the transactional and relational marketing literature were used in order to examine twenty hypotheses, and test the marketing practices of agri-food SMEs, and their influence on performance. Furthermore, the ownership status effect (subsidiary or independent) on marketing of SMEs was examined. Then, five cases were analysed to verify the survey's results, and gain a deeper understanding of how and why marketing is practised the way that it is, in successful agri-food SMEs. This research provided evidence to suggest that agri-food SMEs differ from other SMEs in terms of their marketing orientation. It also provided evidence to suggest that the most successful have a very good understanding of the fundamental marketing principles. Moreover, it showed that marketing practices differ between subsidiary and independent SMEs, in three marketing areas, namely Strengths Weaknesses Opportunities Threats (SWOT) analysis, strategic focus, company/brand reputation. There is also an environmental difference between the two groups namely European or government regulation posing a threat to the survival of the company. The case studies showed that most successful SMEs are product oriented and pay attention to high quality, variety and service. They all operate on distinct niche markets or have a niche product in an established market. They are familiar with planning and strategy concepts, undertake many of them internally and constantly seek to strengthen their relationship with their customers. Furthermore, the independent companies do not have the tendency to spend large budgets on marketing research, but try to gain marketing information from family, friends, their sales-force and their customers. Subsidiaries, on the other hand, tend to have bigger contracts/accounts, which allow them to get information from their customers. The thesis concluded by proposing a model of successful marketing for agri-food SME, and making recommendations for policy makers. These included the following areas: 1. Emphasis on high product quality, and niche market or product; 2. Control of the marketing effort, by means of regular performance feedback meetings; and 3. The establishment of an on-going marketing information gathering system, by using all available employees who are in contact with customers, including van drivers and the sales-force.

<p>SMEs serve as a backbone to keep an economy going and to boost it up in times of difficult hours like recession, for example. They are considered as the main source of modernization, innovation and entrepreneurial spirit. Like rest of Europe, 99% of enterprises are SMEs in Sweden which form a ratio of approximately 58 SMEs per 1000 inhabitants. Moreover SMEs employ around 60% of Sweden‟s manpower which shows their concern toward social responsibility.</p><p>Several companies irrespective of their size are bound by the statutory rules of a particular country in which they operate to prepare financial reports that conform to specified set of accounting principles. There has been much ongoing debate regarding the suitability of one set of accounting standards in a country for all its operating enterprises, regardless of their size. In July 2009 the International Accounting Standards Board (IASB) published the International Financial Reporting Standard (IFRS) for Small and Medium-sized Entities (SMEs). The IFRS for SMEs is intended to be applied to the general purpose financial statements of entities that do not have public accountability. The main theme of our thesis is to examine the suitability and difficulties faced by SMEs in Sweden towards IFRS for SMEs. Furthermore, this thesis will identify the problems that will be faced by SMEs in Sweden, in the process of adopting IFRS for SMEs. Lastly, this study will be conducted to check whether SMEs in Sweden prefer to choose and use IFRS for SMEs or Swedish GAAP.</p><p>In order to achieve the determined objectives, the study "Assessing the preparedness of small and medium-sized entities in Sweden to adopt International Financial Reporting Standard (IFRS) for Small and Medium-sized Entities (SMEs)" was conducted. A qualitative research employing semi-structured interviews was carried out with eleven interviews in order to solidify the quality criteria of our research work. Sample was selected based on convenient sampling from Umeå due to the limitations of resources in terms of cost and time; opinions from three different categories of respondents (audit firms, SMEs and experts‟ opinion from the academic perspective) would be gathered. All collected data would be analyzed against the theoretical framework, and with the help of analysis conclusion regarding this study would be drawn.</p><p>Based on the qualitative results, the findings exhibits that SMEs in Sweden are not inclined towards IFRs for SMEs and are not ready in any way to adopt these standards. The Swedish GAAP has been designed over years and all SMEs are very much familiar with the rules and principles applicable in Swedish GAAP. Therefore, according to our research inclination of SMEs in Sweden is towards Swedish GAAP rather than IFRS for SMEs.</p>

SMEs serve as a backbone to keep an economy going and to boost it up in times of difficult hours like recession, for example. They are considered as the main source of modernization, innovation and entrepreneurial spirit. Like rest of Europe, 99% of enterprises are SMEs in Sweden which form a ratio of approximately 58 SMEs per 1000 inhabitants. Moreover SMEs employ around 60% of Sweden‟s manpower which shows their concern toward social responsibility. Several companies irrespective of their size are bound by the statutory rules of a particular country in which they operate to prepare financial reports that conform to specified set of accounting principles. There has been much ongoing debate regarding the suitability of one set of accounting standards in a country for all its operating enterprises, regardless of their size. In July 2009 the International Accounting Standards Board (IASB) published the International Financial Reporting Standard (IFRS) for Small and Medium-sized Entities (SMEs). The IFRS for SMEs is intended to be applied to the general purpose financial statements of entities that do not have public accountability. The main theme of our thesis is to examine the suitability and difficulties faced by SMEs in Sweden towards IFRS for SMEs. Furthermore, this thesis will identify the problems that will be faced by SMEs in Sweden, in the process of adopting IFRS for SMEs. Lastly, this study will be conducted to check whether SMEs in Sweden prefer to choose and use IFRS for SMEs or Swedish GAAP. In order to achieve the determined objectives, the study "Assessing the preparedness of small and medium-sized entities in Sweden to adopt International Financial Reporting Standard (IFRS) for Small and Medium-sized Entities (SMEs)" was conducted. A qualitative research employing semi-structured interviews was carried out with eleven interviews in order to solidify the quality criteria of our research work. Sample was selected based on convenient sampling from Umeå due to the limitations of resources in terms of cost and time; opinions from three different categories of respondents (audit firms, SMEs and experts‟ opinion from the academic perspective) would be gathered. All collected data would be analyzed against the theoretical framework, and with the help of analysis conclusion regarding this study would be drawn. Based on the qualitative results, the findings exhibits that SMEs in Sweden are not inclined towards IFRs for SMEs and are not ready in any way to adopt these standards. The Swedish GAAP has been designed over years and all SMEs are very much familiar with the rules and principles applicable in Swedish GAAP. Therefore, according to our research inclination of SMEs in Sweden is towards Swedish GAAP rather than IFRS for SMEs.

The aim of this research is to study and understand the concept of agility with the aim of providing a methodology for its implementation in small and medium size manufacturing organisations (SMEs). The objectives of the research are: 1. To provide a comprehensive understanding about agility in manufacturing organisations through a survey of relevant literature. 2. To identify the main elements of the questionnaire assessment tool needed for agility in manufacturing SMEs. 3. To establish a framework to determine the different between actual and required level of agility. 4. Demonstrate the utility of the methodology, in order to assist manufacturing SMEs to adopt agility as a characteristic. The review of available literature and the work with the collaboration company during the period of the research led to the development of an agility improvement methodology which includes a questionnaire assessment tool for small and medium size manufacturing organisations (SMEs). This assessment tool when used in the case study companies resulted in successful outcomes in each company. The applications of the methodology in the eight case study companies confirmed the applicability of the tool in measuring the level of agility business environment drivers and the level of agility practices and pinpointed areas for improvement. The resultsfrom applying the assessment tool in the case study companies confirmed the wider utility of the methodology used in this research. Each company confirm a willingness to embark on improvement actions. For each of the eight companies, the results of the improvement actions demonstrated beneficial tactical outcomes to the satisfaction of the companies involved. Demonstrating the effectiveness of the methodology when applied to existing operational activities.

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