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All Outputs (102)

Leadership, decision making and internal stakeholder engagement (2005)
Journal Article
Ahmad, S. J., O’Regan, N., & Ghobadian, A. (2005). Leadership, decision making and internal stakeholder engagement. International Journal of Management and Decision Making, 6(3-4), 345-358. https://doi.org/10.1504/IJMDM.2005.006559

The debate on the relationship between stakeholder engagement, leadership and organisational performance is marked by a dearth of empirical studies testing the various propositions put forward. This paper attempts to address two aspects of this relat... Read More about Leadership, decision making and internal stakeholder engagement.

Innovation in SMEs: The impact of strategic orientation and environmental perceptions (2005)
Journal Article
O'Regan, N., & Ghobadian, A. (2005). Innovation in SMEs: The impact of strategic orientation and environmental perceptions. International Journal of Productivity and Performance Management, 54(2), 81-97. https://doi.org/10.1108/17410400510576595

Purpose – To investigate the role and impact of strategic orientation and environmental perceptions on innovation and supporting mechanisms such as process technologies and management practices, in SMEs. Design/methodology/approach – A quantitative a... Read More about Innovation in SMEs: The impact of strategic orientation and environmental perceptions.

The use and deployment of soft process technologies within UK manufacturing SMEs: An empirical assessment using logit models (2004)
Journal Article
Mole, K. F., Ghobadian, A., O'Regan, N., & Liu, J. (2004). The use and deployment of soft process technologies within UK manufacturing SMEs: An empirical assessment using logit models. Journal of Small Business Management, 42(3), 303-324. https://doi.org/10.1111/j.1540-627X.2004.00113.x

This study assesses the adoption of different soft process technologies from a survey of 218 British engineering and electronics small and medium-sized firms (SMEs). The new process (soft) technologies that were modeled included total quality managem... Read More about The use and deployment of soft process technologies within UK manufacturing SMEs: An empirical assessment using logit models.

Short- and long-term performance in manufacturing SMEs: Different targets, different drivers (2004)
Journal Article
O'Regan, N., & Ghobadian, A. (2004). Short- and long-term performance in manufacturing SMEs: Different targets, different drivers. International Journal of Productivity and Performance Management, 53(5), 405-424. https://doi.org/10.1108/17410400410545888

Contrary to popular belief, managing short-term performance differs significantly from managing long-term performance. It is not an extension of short-term performance over a longer-term time frame. This paper examines the steps of managing performan... Read More about Short- and long-term performance in manufacturing SMEs: Different targets, different drivers.

The impact of management techniques on performances in technology-based firms (2004)
Journal Article
Sims, M., O'Regan, N., & Ghobadian, A. (2004). The impact of management techniques on performances in technology-based firms. Technovation, 24(3), 265-273. https://doi.org/10.1016/S0166-4972%2803%2900128-7

The study begins by examining the degree of profitability of technology-based firms. The results indicate that annual gross profit varies from breakeven to as much as £90,000 per full time employee. Two distinct clusters were identified; high perform... Read More about The impact of management techniques on performances in technology-based firms.

Testing the homogeneity of SMEs: The impact of size on managerial and organisational processes (2004)
Journal Article
O'Regan, N., & Ghobadian, A. (2004). Testing the homogeneity of SMEs: The impact of size on managerial and organisational processes. European Business Review, 16(1), 64-77. https://doi.org/10.1108/09555340410512411

The European Commission (EC) is updating the definition of small and medium sized enterprises (SMEs) following widespread consultation. The EC is focusing on a redefinition of the financial ceiling criterion rather than the ceilings in relation to th... Read More about Testing the homogeneity of SMEs: The impact of size on managerial and organisational processes.

The importance of capabilities for strategic direction and performance (2004)
Journal Article
O’Regan, N., & Ghobadian, A. (2004). The importance of capabilities for strategic direction and performance. Management Decision, 42(2), 292-313. https://doi.org/10.1108/00251740410518525

This paper re-visits the perennial question “Why do some firms perform better than others?” by focusing on the resource-based view of strategy and in particular the role of generic organisational capabilities in the achievement of overall performance... Read More about The importance of capabilities for strategic direction and performance.

Re-visiting the strategy-performance question: An empirical analysis (2004)
Journal Article
O’Regan, N., & Ghobadian, A. (2004). Re-visiting the strategy-performance question: An empirical analysis. International Journal of Management and Decision Making, 5(2/3), 144-170. https://doi.org/10.1504/IJMDM.2004.005346

Strategic planning is assuming a greater importance for small- and medium-sized manufacturing firms as well as large firms. However, the lack of systematic strategic planning is considered by some commentators to be major reason for the failure of ma... Read More about Re-visiting the strategy-performance question: An empirical analysis.

Managing for performance: Corporate responsibility and internal stakeholders (2003)
Journal Article
Ahmad, S. J., O'Regan, N., & Ghobadian, A. (2003). Managing for performance: Corporate responsibility and internal stakeholders. International Journal of Business Performance Management, 5(2/3), 141-153. https://doi.org/10.1504/IJBPM.2003.003260

Businesses today face more than just commercial and competitive pressures. Recent decades have seen an increasing emphasis on corporate responsibility and ethical, socially responsible corporate behaviour. Research suggests a positive link between re... Read More about Managing for performance: Corporate responsibility and internal stakeholders.

Formal strategic planning: The key to effective business process management? (2002)
Journal Article
O’Regan, N., & Ghobadian, A. (2002). Formal strategic planning: The key to effective business process management?. Business Process Management Journal, 8(5), 416-429. https://doi.org/10.1108/14637150210449102

The literature contends that the lack of strategic business planning is a major drawback in the implementation of business process initiatives such as total quality management. In addition, it is evident that strategic planning firms achieve better p... Read More about Formal strategic planning: The key to effective business process management?.

Effective strategic planning in small and medium sized firms (2002)
Journal Article
O'Regan, N., & Ghobadian, A. (2002). Effective strategic planning in small and medium sized firms. Management Decision, 40(7), 663-671. https://doi.org/10.1108/00251740210438490

Little attention has been paid to the strategymaking processes of small and mediumsized firms (SMEs), or to the effectiveness of strategic planning in the SME sector. Planning often fails because of implementation problems often associated with SME... Read More about Effective strategic planning in small and medium sized firms.

Market share: The conduit to future success? (2002)
Journal Article
O’Regan, N. (2002). Market share: The conduit to future success?. European Business Review, 14(4), 287-293. https://doi.org/10.1108/09555340210434474

Market share is often used to describe the position and success of a firm in an industrial sector. While the impact of market share is not always reflected in a firm's profitability or performance, many firms see it as an important organisational goa... Read More about Market share: The conduit to future success?.

Developing an exploratory model to determine the link between organisational culture, leadership style and contingency factors on the corporate strategy of manufacturing SMEs (2000)
Journal Article
Ghobadian, A., & O’Regan, N. (2000). Developing an exploratory model to determine the link between organisational culture, leadership style and contingency factors on the corporate strategy of manufacturing SMEs. International Journal of Manufacturing Technology and Management, 2(1-7), 860-878. https://doi.org/10.1504/IJMTM.2000.001380

It is broadly accepted that manufacturing Small and Medium Size Enterprises (SMEs) play a vital role in the economic health of the country. A clearer understanding of the factors that influence the performance of SMEs can help: a policy makers develo... Read More about Developing an exploratory model to determine the link between organisational culture, leadership style and contingency factors on the corporate strategy of manufacturing SMEs.

Time to reassess the size criterion for SME classification? An empirical investigation (2000)
Journal Article
Ghobadian, A., & O’Regan, N. (2000). Time to reassess the size criterion for SME classification? An empirical investigation. International Journal of Manufacturing Technology and Management, 2(1-7), 879-890. https://doi.org/10.1504/IJMTM.2000.001381

Firms employing between one and 250 people are usually classified as small and medium sized organizations. An important question that by and large has remained unanswered is whether these firms behave the same and whether their behaviour is governed... Read More about Time to reassess the size criterion for SME classification? An empirical investigation.