<p>The business climate of today, with increasing globalization, has resulted in structural changes in the commercial and industrial sectors. As a result, many large companies have moved their production abroad. Therefore the smaller companies have become increasingly important for growth and employment nationally. Small businesses are a significant contributor to the well-being of nations and small and medium-sized enterprises (SMEs) play an important role for Sweden, both in terms of economic contribution and employment.</p><p>Success has been discussed and investigated for a long period of time and the question is how it should be defined and measured. Many theories have been produced including different definitions and research methods. For this thesis, however, success is defined as the growth and financial performance of a firm measured in volume growth, relative change in net turnover, and value growth, relative change in equity. As a side condition, profit margins must be positive for a company to be classified as successful. This thesis hence aims to determine which factors influence the success of small and medium-sized enterprises in Sweden and how they influence the success of these enterprises.</p><p>Eleven manufacturing SMEs, seven successful and four unsuccessful, were investigated and analyzed separately and then compared with one another in an attempt to determine which specific factors contributed to their respective performance. The four unsuccessful companies were included in the investigation for comparison to be able to identify the specific factors for successful companies. The analyses resulted in the following areas: Organization, Vision and Strategy, Characteristics of the CEO, Core Competences, Recruiting, Product Development and Innovations and Market. Among these factors Vision and Strategy, Core Competences and Customer Interaction were identified as the factors that have the greatest impact on success. Additionally, two clear relations between factors could be determined, i.e. between Clear vision and strategy and Defined culture as well as a relation between Flexibility and Customer Interaction.</p><p>The conclusions are generalizable to all manufacturing SMEs in Sweden since the sample selection is representative for the target population. Furthermore, the success factors could be applied to companies abroad as well if the business climate and the conditions are similar. Whether the factors can be applied to firms that act within different SNI-codes (Swedish Standard Industrial Classification) besides manufacturing is yet to be proved.</p><p>For further research we suggest a deeper investigation, where the information is obtained from more than one sources within the company. Also, the external networks of the company could be of interest to interview. Other aspects to investigate further would be potential differences between small and medium-sized firms and whether or not the results are applicable for other industries.</p>

<p>The business environment is changing rapidly, becoming very competitive and challenging for all firms, and particularly for small and medium enterprises (SMEs). As innovation and new product development represent valuable sources for SMEs’ future sustainability and development, making these processes more effective is essential. Previous literature, with the focus on large firms, underlined the importance of efficiently managing the early period of new product development (NPD), as this can reduce the product’s time to market and increase its performance. For this reason, contributing to a developed understanding of the challenges of medium-sized firms in managing this phase, the fuzzy front-end (FFE) of NPD, is the aim of this study.</p><p>The theoretical framework of this study combines prior theories that relate to the difficulties, shortcomings, challenges that SMEs meet during the whole NPD process, including FFE, and theories that resulted from research on FFE in large firms. The structure is based on four elements referring to managing the idea generation process, new product development team, evaluation of product concept feasibility, and the organization of FFE.</p><p>A qualitative strategy and a research design with two case studies on high-tech, medium-sized manufacturing firms were used in reaching the purpose of this study. This methodology choice reflects the explorative purpose of this research. The empirical data are mainly primary data, collected during three interviews with development managers and a product developer, completed as well with secondary data like general company information, collected from companies’ websites.</p><p>The analysis of empirical findings revealed some relevant conclusions, which can bring value to the research area, and also to the practice. Our findings show that lack of communication with customers during the whole FFE phase, collecting limited or inaccurate information to be processed during this phase, finding the right formalization degree of FFE activities, determining the complexity of the product concept, and assessing external technology and expertise, represent the main challenges faced by medium-sized firms in the FFE of NPD.</p><p>The study’s practical relevance consists in the advices and solutions suggested to managers for overcoming the challenges of the FFE phase and improving their results in the development projects. The theoretical implications reflect the importance of organizational size variable in association with the challenges of FFE.</p><p>The sample of only two cases and the quality of the empirical data collected from two high-tech Swedish manufacturing firms which have a large focus on innovation are the main limitations of this study, as these medium-sized firms have gained some experience to face the specific challenges of FFE of NPD and the data they provide may be influenced by this aspect.</p>

In recent years, with the economic development in China and the direct flights between Taiwan and China; there are more and more Taiwanese enterprises invest in China industrial market. This business environment change results in the increasing Taiwanese employees travelling between China and Taiwan frequently, or even been dispatched to China for long-term. In the future, the opportunities of work exchange between Taiwan and China will increase rapidly. Taiwan and China has no language barrier, however, the thinking logic, attitude towards work, and corporate management style between two places are fairly divergent. All these differences impact both Taiwanese and Chinese enterprises development. Today, China¡¦s workers strive for their work and almost catch up with Taiwan. Do Taiwan¡¦s workers notice it? The author has been dispatched to China for more than five years, and returned to Taiwan for three years. We can see the way of business management and the working environment between Taiwan and China through the experience of author. This narrative will give an overview and suggestions to those Taiwanese who is willing to work in China, and to those Taiwanese who plan to return to Taiwan market. For the workers who are seeking for opportunities of work exchange, the author suggests they should have abilities such as authorization management, regulate the rhythm of the work, resource integration, and excellent communication skill with local workers. On the other hand, for the workers who return to Taiwan job market, face to the primary depression, adjust mindset, and balance work and family lives are the keys to a successful transfer.

Small- and medium-sized enterprises (SMEs) in developing countries are reported to encounter difficulties in accessing to formal external financing resource. Banking systems in this category of countries are either under-developed or newly reformed. The purpose of this paper is to investigate whether SME financing in China, measured by SMEs per capita, is affected by local bank competition, measured by number of banks per capita or share of foreign banks. Control variables such as Gross Domestic Product (GDP), level of infrastructure and geographic location are also included in the regression models. The main findings are that: when disregarding the ownership of banks, bank competition has positive impact on SME financing across Chinese provinces, although the relationship is non-linear; and foreign banks do not significantly influence SME bank financing in China. The first finding generally support the conventional theories of industrial organization and the second one offers the basis for further arguments about the role of foreign banks in financing SMEs in China.

The business climate of today, with increasing globalization, has resulted in structural changes in the commercial and industrial sectors. As a result, many large companies have moved their production abroad. Therefore the smaller companies have become increasingly important for growth and employment nationally. Small businesses are a significant contributor to the well-being of nations and small and medium-sized enterprises (SMEs) play an important role for Sweden, both in terms of economic contribution and employment. Success has been discussed and investigated for a long period of time and the question is how it should be defined and measured. Many theories have been produced including different definitions and research methods. For this thesis, however, success is defined as the growth and financial performance of a firm measured in volume growth, relative change in net turnover, and value growth, relative change in equity. As a side condition, profit margins must be positive for a company to be classified as successful. This thesis hence aims to determine which factors influence the success of small and medium-sized enterprises in Sweden and how they influence the success of these enterprises. Eleven manufacturing SMEs, seven successful and four unsuccessful, were investigated and analyzed separately and then compared with one another in an attempt to determine which specific factors contributed to their respective performance. The four unsuccessful companies were included in the investigation for comparison to be able to identify the specific factors for successful companies. The analyses resulted in the following areas: Organization, Vision and Strategy, Characteristics of the CEO, Core Competences, Recruiting, Product Development and Innovations and Market. Among these factors Vision and Strategy, Core Competences and Customer Interaction were identified as the factors that have the greatest impact on success. Additionally, two clear relations between factors could be determined, i.e. between Clear vision and strategy and Defined culture as well as a relation between Flexibility and Customer Interaction. The conclusions are generalizable to all manufacturing SMEs in Sweden since the sample selection is representative for the target population. Furthermore, the success factors could be applied to companies abroad as well if the business climate and the conditions are similar. Whether the factors can be applied to firms that act within different SNI-codes (Swedish Standard Industrial Classification) besides manufacturing is yet to be proved. For further research we suggest a deeper investigation, where the information is obtained from more than one sources within the company. Also, the external networks of the company could be of interest to interview. Other aspects to investigate further would be potential differences between small and medium-sized firms and whether or not the results are applicable for other industries.

SMEs are established as an important cornerstone for the Swedish economy, due to the amount of people they employ and the economic activity they present. Due to a changing world SMEs are faced with new competition from foreign firms. In order to counter the new environment, an option for the firms is to move abroad, to internationalize. Furthermore China is established as an attractive country for SMEs to expand into, due to the major economic growth. During internationalization the Swedish agency for regional and economic growth identified SMEs to experience a lack of knowledge and capital, which hinders them in their expansion. The paper observes how four different Swedish SMEs, with activity in China moved abroad and how the mentioned lack of capital and knowledge was bridged. A theoretical framework is acquired through established research questions which are meant to analyze the problem description. The firms are identified as Swedish SMEs. In order to acquire empirical data, face to face interviews are conducted with the identified Swedish SMEs. Through the interview the empirical data is gathered, at which point, the paper analyzes the empirical data using the problem statement and the theories previously derived. The paper establishes that the experiential knowledge is the major influence on the resources committed by the firm. The amount of resources committed influences the type of entry mode as well as the accompanied advantages. In affect all firms have limited knowledge and ergo their resources committed are limited. This paper draws the conclusion that due to this, the firms were all able to finance their internationalization and no capital gap was experienced. The firms which were interviewed held experiential knowledge within the firm except one case where it was bridged with the assistance of a consultant. The experiential knowledge is held by individuals and has had a deep impact on the manner of the internationalization. It is identified that the personal relationships between individuals is shown to be of great importance to the firm. The knowledge constraints were bridged by the individuals’ experiential knowledge.

Corporate social responsibility (CSR) is an important subject in business administration, and has been for many years. Over the past few years it has been become an increasingly debated topic. The CSR subject mainly focuses on multinational enterprises (MNEs), resulting in a research gap concerning CSR in small and medium size enterprises (SMEs). SMEs outline the majority of all companies on the European market; therefore, it is empirically interesting to further investigate how SMEs perceive CSR commitment. The purpose of this dissertation is to explain how CSR commitment of internal and external stakeholders influences CSR commitment in SMEs. The research was conducted with a quantitative survey. The data collected with the survey was tested and analyzed with both an explanatory and exploratory research strategy. Explanatory research was performed in order to test the derived hypotheses and explain the research question. Exploratory research was then performed in order to provide a further understanding of how SMEs view stakeholders and their CSR commitment. These two research strategies revealed that internal and external stakeholders influence CSR commitment in SMEs. However, SMEs perceive some stakeholders similarly because of their relationship with the company. There are three main concepts of CSR commitment: environmental, social and financial responsibility. Results showed that financial CSR is considered distinctly different from the two other measured CSR concepts. The theoretical contributions may be of importance to owners of SMEs and MNEs in order to gain a deeper understanding of CSR as a subject. Also, findings can help scholars interested in further researching CSR commitment in SMEs. The methodological contributions of this dissertation are of relevance for future research on the subject, since the developed instrument for measuring CSR commitment was successful. Without an established measure for this area, this instrument enables further development and thereby more valid research regarding CSR commitment and SMEs.

Befintlig forskning på området har dragit slutsatsen att Knowledge Sharing är av stor vikt för ett företags framtida överlevnad och att små och medelstora företag i många fall inte tagit de åtgärder som behövs för att främja en ökad kunskapsdelning mellan medarbetarna. Studien belyste därför Knowledge Sharing inom små och medelstora, projektbaserade företag. Syftet med studien var att öka förståelsen och bidra med kunskap gällande hur medarbetarna inom små och medelstora företag arbetar med och kan stimulera Knowledge Sharing. Forskningsansatsen var en kvalitativ design med semistrukturerade intervjuer där utgångspunkten var att studera Knowledge Sharing utifrån medarbetarnas inställningar och erfarenheter. Studien visade att den praktiska delningen av kunskap inom små och medelstora företag skedde genom informella metoder såsom möten och personlig kommunikation. Den explicita kunskapen föredrogs att delas genom personifiering och dialog. Det ansågs generera djupare kunskap att dela genom personifiering än genom kodifiering. Individer vill dela expertis naturligt, och den bästa organisatoriska policyn kan vara att skapa tillfällen för människor att diskutera och utbyta kunskaper. Bonussystem för att motivera de anställda till att dela kunskaper i högre utsträckning fanns implementerade inom vissa utav de undersökta företagen. Medarbetarna drevs dock av andra motiv för att dela kunskap än rent monetära incitament. Kunskapsdelningsbeteendet motiveras av delarens önskan att hjälpa andra och bidra till organisationen. Andra starka motiv till Knowledge Sharing var att dela kunskap för att i sin tur få kunskaper returnerade och att det var roligt. / Research has concluded that Knowledge Sharing is essential for a company's future survival and that small and medium-sized enterprises have not taken the necessary steps to promote greater Knowledge Sharing between employees. Therefore the study highlighted Knowledge Sharing in small and medium-sized, project-based businesses. The aim of the study was to increase the understanding and contribute knowledge regarding how employees in small and medium-sized businesses are working with and can stimulate Knowledge Sharing. The research approach was a qualitative design with semi-structured interviews where the starting-point was to study employees' preferences and experiences of Knowledge Sharing. The study showed that the practical sharing of knowledge within small and medium enterprises was through informal methods such as meetings and personal communications. The explicit knowledge was presented to them by the personalization and dialogue, rather than by monologue. It was considered to generate deeper knowledge by impersonation than through codification. Individuals want to share expertise naturally, and the best organizational policies may be to create opportunities for people to talk and share knowledge through dialogues. Bonus systems were implemented to motivate employees to share knowledge in some of the surveyed companies. Furthermore, employees were motivated to share knowledge by other motivations than purely monetary incentives. Knowledge Sharing behavior was motivated by the desire to help others and contribute to the organization. Other strong motives to Knowledge Sharing was to share knowledge in order to, in turn, get knowledge returned and that it was fun.

The business environment is changing rapidly, becoming very competitive and challenging for all firms, and particularly for small and medium enterprises (SMEs). As innovation and new product development represent valuable sources for SMEs’ future sustainability and development, making these processes more effective is essential. Previous literature, with the focus on large firms, underlined the importance of efficiently managing the early period of new product development (NPD), as this can reduce the product’s time to market and increase its performance. For this reason, contributing to a developed understanding of the challenges of medium-sized firms in managing this phase, the fuzzy front-end (FFE) of NPD, is the aim of this study. The theoretical framework of this study combines prior theories that relate to the difficulties, shortcomings, challenges that SMEs meet during the whole NPD process, including FFE, and theories that resulted from research on FFE in large firms. The structure is based on four elements referring to managing the idea generation process, new product development team, evaluation of product concept feasibility, and the organization of FFE. A qualitative strategy and a research design with two case studies on high-tech, medium-sized manufacturing firms were used in reaching the purpose of this study. This methodology choice reflects the explorative purpose of this research. The empirical data are mainly primary data, collected during three interviews with development managers and a product developer, completed as well with secondary data like general company information, collected from companies’ websites. The analysis of empirical findings revealed some relevant conclusions, which can bring value to the research area, and also to the practice. Our findings show that lack of communication with customers during the whole FFE phase, collecting limited or inaccurate information to be processed during this phase, finding the right formalization degree of FFE activities, determining the complexity of the product concept, and assessing external technology and expertise, represent the main challenges faced by medium-sized firms in the FFE of NPD. The study’s practical relevance consists in the advices and solutions suggested to managers for overcoming the challenges of the FFE phase and improving their results in the development projects. The theoretical implications reflect the importance of organizational size variable in association with the challenges of FFE. The sample of only two cases and the quality of the empirical data collected from two high-tech Swedish manufacturing firms which have a large focus on innovation are the main limitations of this study, as these medium-sized firms have gained some experience to face the specific challenges of FFE of NPD and the data they provide may be influenced by this aspect.

Background: Development of technologies and worldwide reductions of trade barriers during the last decades increased competition and the need to offer high-quality prod-ucts and services for a reasonable price. Particularly, the service sector increased in size and variety of outputs. The development of the information technology segment has de-termined the market environment. To be able to compete in this global market offshore outsourcing of IT functions can be a valuable tool if handled in the right way. Small and medium sized enterprises can profit from service offshore outsourcing although studies show that this type of organizations fail in their outsourcing initiatives in an above aver-age rate as a result of deficits in risk management, precisely in risk identification. Aim: The aim of this Master Thesis is to analyse the specific characteristics of small and medium sized enterprises in order to find out how they impact the different stages of the service offshore outsourcing process. Theory and empirical data helps to spot strengths and weaknesses of these organizations in order to find a solution to a better risk identification process which then might lead to increased success in offshore out-sourcing of services. Definitions: Service offshore outsourcing refers to the purchase of a service (which may have been produced in-house before) by a firm from a supplier located in a differ-ent country while the supplier and buyer keep their respective initial locations. Risk is the potential that a chosen action or activity leads to an undesirable outcome. Risk iden-tification, the first part of risk management (followed by risk assessment and prioritiza-tion), is defined as an analysis of potential risk factors to the success of an endeavour. Completion and results: Specific characteristics of small and medium sized enterprises play a significant role in the risk identification process of service offshore outsourcing. By being aware of these risks and acting according to minimize them, harm can be pre-vented. Especially, a well-designed service offshore outsourcing contract, regular com-munication and personal relationships could be an advantage to overcome the draw-backs of small size, high dependency, need for flexibility and lack of resources.