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LEADERSHIP AND PRACTICES FOR STRATEGIC ADAPTATION IN SMALL AND MEDIUM-SIZED BUSINESSES

Quansah, Emmanuel
http://orcid.org/0000-0003-3698-821X
http://rave.ohiolink.edu/etdc/view?acc_num=case1554922229941434

Abstract Details

2019, Doctor of Philosophy, Case Western Reserve University, Management.
Small and medium-sized businesses (SMEs) are the engines of growth and innovation in many parts of the world, including the United States—yet they face continual challenges to adapt and survive. We designed three sequential explanatory mixed-methods inquiries that consisted of both qualitative and quantitative research projects to explore what adaptive practices, strategies, and decisions are associated with SMEs’ successful adaptation. The three phases of research comprised, first, a series of qualitative semi-structured interviews with 32 CEOs and managers; second, a quantitative online survey of 356 entrepreneurs, CEOs, and managers; and finally, a comparative qualitative case study of four SMEs from the U.S. and Canada. The first phase of the study provided five leadership practices that collectively increase a firm’s ability to survive difficult periods. The second phase examined the effect of adaptive strategic leadership, adaptive capabilities, and empowerment towards a collective vision on adaptive performance. The results indicate that adaptive capabilities and empowerment have a strong positive effect on adaptive performance. Strategic leadership shows a negative direct effect, but also a positive indirect effect on adaptive performance, mediated by employees’ empowerment and adaptive capabilities. The third phase of the dissertation research provided five dimensions of a firm’s adaptive practices that operate in combination to produce adaptive change. However, for adaptive success, these practices manifest in various ways in different organizations depending on their particular organizational markets and features. The combination of these three studies provides comprehensive insights into adaptive leadership, adaptive practices, and adaptive strategies associated with SMEs’ strategic adaptation. For SMEs, the dissertation provides empirical support for a knowledge-based view of adaptation, and for the theories of dynamic capabilities, emergent strategizing, empowerment, and great-group leadership.
Paul Salipante (Committee Chair)
Kalle Lyytinen (Committee Member)
Christopher Laszlo (Committee Member)
Ted Ladd (Committee Member)
209 p.
Entrepreneurship; Management; Sustainability
adaptive leadership, adaptive practices, strategic adaptation, survival, SMEs, knowledge-based view, dynamic capabilities, empowerment, emergent strategizing, adaptive learning, great-group leadership, reciprocity relationship, positive culture

Recommended Citations

Citations

  • Quansah, E. (2019). LEADERSHIP AND PRACTICES FOR STRATEGIC ADAPTATION IN SMALL AND MEDIUM-SIZED BUSINESSES [Doctoral dissertation, Case Western Reserve University]. OhioLINK Electronic Theses and Dissertations Center. http://rave.ohiolink.edu/etdc/view?acc_num=case1554922229941434

    APA Style (7th edition)

  • Quansah, Emmanuel. LEADERSHIP AND PRACTICES FOR STRATEGIC ADAPTATION IN SMALL AND MEDIUM-SIZED BUSINESSES . 2019. Case Western Reserve University, Doctoral dissertation. OhioLINK Electronic Theses and Dissertations Center, http://rave.ohiolink.edu/etdc/view?acc_num=case1554922229941434.

    MLA Style (8th edition)

  • Quansah, Emmanuel. "LEADERSHIP AND PRACTICES FOR STRATEGIC ADAPTATION IN SMALL AND MEDIUM-SIZED BUSINESSES ." Doctoral dissertation, Case Western Reserve University, 2019. http://rave.ohiolink.edu/etdc/view?acc_num=case1554922229941434

    Chicago Manual of Style (17th edition)

case1554922229941434
811
© 2019, all rights reserved.
This open access ETD is published by Case Western Reserve University School of Graduate Studies and OhioLINK.