DYNAMIC STABILIZATION – A STRATEGY FOR THE DEVELOPMENT OF SMALL AND MEDIUM FAMILY ENTERPRISES
Modern times confronts enterprises with many challenges that are expressed through innovation, entrepreneurship, creating new business models, creating a value chain or using innovative strategic solutions. All these features significantly affect the maintenance of the so-called dynamic stabilizatio...
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doaj-0ed2344a6db04cb08522b3f559610d782020-11-25T03:20:15ZengPublishing House of Rzeszow University of TechnologyModern Management Review2300-63662353-07582018-12-01XXIII410.7862/rz.2018.mmr.44DYNAMIC STABILIZATION – A STRATEGY FOR THE DEVELOPMENT OF SMALL AND MEDIUM FAMILY ENTERPRISESAdriana KASZUBA-PERZ0Rzeszow University of Technology, Faculty of Management, Department of Finance, Banking and AccountancyModern times confronts enterprises with many challenges that are expressed through innovation, entrepreneurship, creating new business models, creating a value chain or using innovative strategic solutions. All these features significantly affect the maintenance of the so-called dynamic stabilization. This is particularly important in relation to small and medium-sized family businesses. Especially that the activities of this group of enterprises should be considered in the context of the succession of the enterprise by the younger generations. Factors (both financial and market) that make up the long-term stability play a significant role in the enterprise growth process and translate into an active strategy of family businesses. The aim of the article is to show whether the actions taken in the life cycle of a small and medium enterprise are an expression of dynamic stabilization in the context of survival and development of a family business. Literature research and the results of own research may indicate the importance of an active (dynamic) strategy for the operation of family businesses. Effectiveness and creativity, commitment are also important characteristics of the entrepreneur, which will affect the so-called dynamic stabilization of the company. As it results from the analysis, knowledge, human capital and what is associated with the implementation of innovative ideas and solutions in the organizational, technological and product sphere are also undeniably important. Small and medium-sized businesses are attributed flexibility, creativity and dynamism, and they become the main driving forces for the development of small family businesses in the spirit of dynamic stabilization.http://doi.prz.edu.pl/pl/pdf/zim/363dynamic stabilization, family businesses, family business strategies |
collection |
DOAJ |
language |
English |
format |
Article |
sources |
DOAJ |
author |
Adriana KASZUBA-PERZ |
spellingShingle |
Adriana KASZUBA-PERZ DYNAMIC STABILIZATION – A STRATEGY FOR THE DEVELOPMENT OF SMALL AND MEDIUM FAMILY ENTERPRISES Modern Management Review dynamic stabilization, family businesses, family business strategies |
author_facet |
Adriana KASZUBA-PERZ |
author_sort |
Adriana KASZUBA-PERZ |
title |
DYNAMIC STABILIZATION – A STRATEGY FOR THE DEVELOPMENT OF SMALL AND MEDIUM FAMILY ENTERPRISES |
title_short |
DYNAMIC STABILIZATION – A STRATEGY FOR THE DEVELOPMENT OF SMALL AND MEDIUM FAMILY ENTERPRISES |
title_full |
DYNAMIC STABILIZATION – A STRATEGY FOR THE DEVELOPMENT OF SMALL AND MEDIUM FAMILY ENTERPRISES |
title_fullStr |
DYNAMIC STABILIZATION – A STRATEGY FOR THE DEVELOPMENT OF SMALL AND MEDIUM FAMILY ENTERPRISES |
title_full_unstemmed |
DYNAMIC STABILIZATION – A STRATEGY FOR THE DEVELOPMENT OF SMALL AND MEDIUM FAMILY ENTERPRISES |
title_sort |
dynamic stabilization – a strategy for the development of small and medium family enterprises |
publisher |
Publishing House of Rzeszow University of Technology |
series |
Modern Management Review |
issn |
2300-6366 2353-0758 |
publishDate |
2018-12-01 |
description |
Modern times confronts enterprises with many challenges that are expressed through innovation, entrepreneurship, creating new business models, creating a value chain or using innovative strategic solutions. All these features significantly affect the maintenance of the so-called dynamic stabilization. This is particularly important in relation to small and medium-sized family businesses. Especially that the activities of this group of enterprises should be considered in the context of the succession of the enterprise by the younger generations. Factors (both financial and market) that make up the long-term stability play a significant role in the enterprise growth process and translate into an active strategy of family businesses. The aim of the article is to show whether the actions taken in the life cycle of a small and medium enterprise are an expression of dynamic stabilization in the context of survival and development of a family business. Literature research and the results of own research may indicate the importance of an active (dynamic) strategy for the operation of family businesses. Effectiveness and creativity, commitment are also important characteristics of the entrepreneur, which will affect the so-called dynamic stabilization of the company. As it results from the analysis, knowledge, human capital and what is associated with the implementation of innovative ideas and solutions in the organizational, technological and product sphere are also undeniably important. Small and medium-sized businesses are attributed flexibility, creativity and dynamism, and they become the main driving forces for the development of small family businesses in the spirit of dynamic stabilization. |
topic |
dynamic stabilization, family businesses, family business strategies |
url |
http://doi.prz.edu.pl/pl/pdf/zim/363 |
work_keys_str_mv |
AT adrianakaszubaperz dynamicstabilizationastrategyforthedevelopmentofsmallandmediumfamilyenterprises |
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1724618536214593536 |