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Perceptions of generic strategies of small and medium sized engineering and electronics manufacturers in the UK: The applicability of the Miles and Snow typology (2006)
Journal Article
O'Regan, N., & Ghobadian, A. (2006). Perceptions of generic strategies of small and medium sized engineering and electronics manufacturers in the UK: The applicability of the Miles and Snow typology. Journal of Manufacturing Technology Management, 17(5), 603-620. https://doi.org/10.1108/17410380610668540

Purpose - To present the main findings of a study conducted in manufacturing firms in the UK to determine the applicability of generic strategies to small and medium sized firms (SMEs). Design/methodology/approach - The Miles and Snow strategic orien... Read More about Perceptions of generic strategies of small and medium sized engineering and electronics manufacturers in the UK: The applicability of the Miles and Snow typology.

Innovation in NTBFs: Does leadership really matter? (2006)
Journal Article
O'Regan, N., & Ghobadian, A. (2006). Innovation in NTBFs: Does leadership really matter?. International Entrepreneurship and Management Journal, 2(2), 299-314. https://doi.org/10.1007/s11365-006-8690-2

Innovation is considered to be a key contributor to both the long-term survival and development of superior competitiveness in New Technology-based Firms [NTBFs]. Many factors contribute to a firm's differential innovation performance. According to t... Read More about Innovation in NTBFs: Does leadership really matter?.

Fast tracking innovation in manufacturing SMEs (2006)
Journal Article
O'Regan, N., Ghobadian, A., & Sims, M. A. (2006). Fast tracking innovation in manufacturing SMEs. Technovation, 26(2), 251-261. https://doi.org/10.1016/j.technovation.2005.01.003

Many SMEs have difficulties achieving successful innovation, despite having significant investment in research and development. This paper explores the innovation process within the context of strategy, organizational culture and leadership styles in... Read More about Fast tracking innovation in manufacturing SMEs.

Measuring performance in competitive strategy research (2006)
Journal Article
Parnell, J. A., O'Regan, N., & Ghobadian, A. (2006). Measuring performance in competitive strategy research. International Journal of Management and Decision Making, 7(4), 408-417. https://doi.org/10.1504/IJMDM.2006.010246

When testing for strategy-performance linkages, attention is often given more to the measurement of strategy than to the measurement of performance. However, the selection of performance measures can dramatically influence the findings and conclusion... Read More about Measuring performance in competitive strategy research.

In search of the drivers of high growth in manufacturing SMEs (2006)
Journal Article
O'Regan, N., Ghobadian, A., & Gallear, D. (2006). In search of the drivers of high growth in manufacturing SMEs. Technovation, 26(1), 30-41. https://doi.org/10.1016/j.technovation.2005.05.004

Though considerable attention in the extant literature has been devoted to growth and performance of firms, there is a dearth of research on high growth firms. Furthermore, the majority of literature in this area focuses on large firms while research... Read More about In search of the drivers of high growth in manufacturing SMEs.

Lower costs driving SME competitive advantage (2006)
Journal Article
O'Regan, N., Dixon, B., & Ahmad, S. J. (2006). Lower costs driving SME competitive advantage. International Journal of Globalisation and Small Business, 1(4), 407-420

The strategic planning process: A navigational tool for competitive advantage (2005)
Journal Article
O'Regan, N., & Ghobadian, A. (2005). The strategic planning process: A navigational tool for competitive advantage. International Journal of Process Management and Benchmarking, 1(1), 63-81. https://doi.org/10.1504/IJPMB.2005.006112

In today's turbulent environment, managers increasingly need reliable navigational tools to achieve competitive advantage. Many academics and practitioners consider strategic planning to be such a tool. This view is supported by empirical evidence th... Read More about The strategic planning process: A navigational tool for competitive advantage.

Strategic planning - A comparison of high and low technology manufacturing small firms (2005)
Journal Article
O'Regan, N., & Ghobadian, A. (2005). Strategic planning - A comparison of high and low technology manufacturing small firms. Technovation, 25(10), 1107-1117. https://doi.org/10.1016/S0166-4972%2803%2900091-9

This paper contends that firms can be classified according to the level of technology deployed in their products and processes into two main types: high and low technology firms. The paper further contends that the level of technology deployed will i... Read More about Strategic planning - A comparison of high and low technology manufacturing small firms.

High performance: Ownership and decision-making in SMEs (2005)
Journal Article
O'Regan, N., Sims, M., & Ghobadian, A. (2005). High performance: Ownership and decision-making in SMEs. Management Decision, 43(3), 382-396. https://doi.org/10.1108/00251740510589760

Purpose - To date there is a dearth of research on strategic decision-making in manufacturing small and medium sized firms. This research paper focuses on the key drivers of decision-making and organisational performance: ownership, decision-making (... Read More about High performance: Ownership and decision-making in SMEs.

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.