| dc.creator |
Urassa, Goodluck C. |
|
| dc.date |
2016-09-14T12:02:38Z |
|
| dc.date |
2016-09-14T12:02:38Z |
|
| dc.date |
2015 |
|
| dc.date.accessioned |
2018-04-18T12:36:47Z |
|
| dc.date.available |
2018-04-18T12:36:47Z |
|
| dc.identifier |
Charles, G., 2015. Comparing Competitiveness of Family and Non-Family SMEs in Tanzania. Business Management Review, 15(1). |
|
| dc.identifier |
http://hdl.handle.net/20.500.11810/3696 |
|
| dc.identifier.uri |
http://hdl.handle.net/20.500.11810/3696 |
|
| dc.description |
This paper aims at examining competitiveness of family firms in comparison with non-family
firms assessing the differences in the strategies applied by the two categories of firms.
Using a sample of 341 SMEs, MANOVA was applied to compare competitiveness and the
strategies of the firms studied. The findings show that family SMEs are generally more
competitive than non-family SMEs in terms of financial indicators. However, in terms of
market based-indicators, the difference in competitiveness is insignificant between the two
groups of firms. The findings also show that family enterprises have a greater inclination
and focus on the longer-term horizon, to implement cost-saving strategies and charging
more competitive prices. This supports the view that family enterprises are unique requiring
policies that encourage family entrepreneurship and provide the best possible conditions for
the growth of family business activities. It shows that even though in the SME sector
strategies are difficult to contextualise, the strategic behaviour and actions of the ownermanagers
are often identifiable. |
|
| dc.language |
en |
|
| dc.title |
Comparing Competitiveness of Family and Non-Family SMEs in Tanzania |
|
| dc.type |
Journal Article, Peer Reviewed |
|