JAPANESE SMES: DO VALUES AFFECT PLANNING AND PERFORMANCE?
In many countries all over the world, the number of Small and Medium-sized Enterprises (SMEs) has been increasing in escalating rate. At present, a crucial problem has arisen in the long term survival, how and what will be the best adaptation of the SMEs for changes in the dynamic environment to maintain their productivity. In this context, while considerable attention has been devoted by researchers to the planning and performance of SMEs, there is no single study to fill the gap of literature related to the moderating influence of values on planning performance relationship of SMEs. Values are instrumental in the decision making which have an influence on planning, and have also implications for the owner manager’s behaviour and approach to managing the organization. Thus, rigorous research is required to reveal whether values moderate the relationship between planning practices and performance of SMEs. Therefore, the aim of this research was to test empirically the relationships among personal values of owner-managers, the planning practices they adopt and the performance of their businesses. Data for the research were obtained from a survey of SMEs in manufacturing industry in Japan. Analyzing data employing non-parametric statistical techniques, it was found a mix result of moderating effect of owner-manager values on planning and performance relationship. Findings and implications are drawn for ongoing theory development and management practices in SME sector.
Key words: SMEs, Values, Planning, Performance
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