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Cited by 372Organizational Change and LeadershipSupply Chain Resilience and Risk ManagementOrganizational Management and Change

The DOI matches its Crossref record; 79 of the 79 references it cites were found in a registry or an index.

Change process: a key enabler for building resilient SMEs

Ates, Aylin, Bititci, Umit·2011·International Journal of Production Research
DOI 10.1080/00207543.2011.563825
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Abstract

Resilience is seen as a key organisational capability for sustainability in the current turbulent environment. At the same time, for organisations to be more sustainable and resilient, the delivery of innovative responses to the market through continuous change and improvement is necessary. If small and medium enterprises (SMEs) account for over 70% of the world's production, and there is a growing mandate to create sustainable SMEs, then instilling, developing and implementing change capabilities is paramount in making progress towards sustainability and resilience. Therefore, this article aims to demonstrate that change management process capability is fundamental to creating resilience in SMEs. This study is based on a multiple case study methodology through semi-structured, face-to-face interviews with 232 senior managers in 37 manufacturing SMEs across Europe. This article demonstrates that sustainability and resilience in SMEs will be enhanced by (1) ability to embrace organisational and people dimensions as well as operational aspects of change management, and (2) paying attention to long-term planning and external communication to drive change proactively. This article builds a bridge between the theoretical starting point, the results of empirical research and the usability of the presented findings in practice in order to contribute to the development of more resilient SMEs.

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Research works printed but not linked: 18

  1. Barton, M and Christianson, M. 2006. Organizational resilience: a social mechanisms perspective.Symposium presented at the 2006 annual academy of management meeting, 11–16 August, Atlanta, GA
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  3. Bell MA, 2002, The five principles of organizational resilience
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  6. Dawson P, 1994, Organisational change: A processual approach
  7. Doe PJ, 1994, Canadian Business Review, 21, 22
  8. Fiksel J, 2006, Sustainability: Science, Practice and Policy, 2, 1
  9. Hamel GA, 2003, Harvard Business Review, 81, 52
  10. Hart S, 1999, Sloan Management Review, 41, 23
  11. Jick T, 1991, Implementing change
  12. Lissack MR, 2002, Public Management Review, 4, 72
  13. Reinmoeller P, 2005, MIT Sloan Management Review, 46, 61
  14. Sirkin HL, 2005, Harvard Business Review, 83, 109
  15. Sheffi Y, 2006, Logistics Quarterly, 12, 12
  16. Sheffi Y, 2005, MIT Sloan Management Review, 47, 41
  17. Starr R, 2003, Strategy and Business, 30, 1
  18. Tompkins JA, 2007, Industrial Management, 49, 14

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Metadata

Authors
Ates, A., & Bititci, U.
Affiliations
University of Strathclyde (GB)
Corresponding author
Ates, Aylin
ORCID
Venue
International Journal of Production Research
Publisher
Informa UK Limited
Published
2011-09-15
Volume
49
Issue
18
Pages
5601-5618
ISSN
  • 0020-7543 (ISSN-L)
  • 1366-588X
DOI
10.1080/00207543.2011.563825
OpenAlex
W2153466124
Cited by
372
References
79
Citations by year
2026: 20 · 2025: 23 · 2024: 42 · 2023: 53 · 2022: 51 · 2021: 44 · 2020: 27 · 2019: 25 · 2018: 15 · 2017: 14 · 2016: 12 · 2015: 13 · 2014: 17 · 2013: 13 · 2012: 2
FWCI
18.81
Type
journal article
Language
en
Open access
closed
Locations
International Journal of Production Research (publishedVersion)
Funders
Engineering and Physical Sciences Research Council
Topics
  • Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Organizational Change and Leadership
  • Social Sciences › Business, Management and Accounting › Strategy and Management › Supply Chain Resilience and Risk Management
  • Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Organizational Management and Change
Keywords
change management, organizational resilience, small and medium-sized enterprises, manufacturing SMEs, long-term planning, external communication, organizational capabilities, continuous improvement

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