 Collective strategy of SMEs and CEOs' perceptions: the case of the flax industry in the North of FranceSaïd Yami () International Journal of Entrepreneurship and Small Business, 2008, vol. 5, issue 2, 143-156 Abstract: The study of industrial chains' strategies has privileged large companies for a long time. However, a more realistic view must also take into account small and medium-sized companies, which are present in great number. Due to proximity effects, there are specific modes of structuring and co-evolution. We illustrate this idea with the case of the flax industry in the North of France, and we emphasise the problems arising from the construction of a collective strategy decided deliberately by the pilot authority of the industry, made up essentially of companies of small size. Indeed, the analysis of CEOs' speeches in this industry (17 firms representing whole industry) shows that, even if the pilot authority of the flax industrial chain decides to implement a collective strategy accepted, in its principle, by whole economic actors and their professional representations, the success or failure of such an initiative rests mainly on the perceptions actors have of their environment. Keywords: collective strategies; cognitive perspective; CEO perceptions; flax industry; France; small and medium-sized companies; SMEs. (search for similar items in EconPapers) Downloads: (external link) Related works: Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text Persistent link: https://EconPapers.repec.org/RePEc:ids:ijesbu:v:5:y:2008:i:2:p:143-156 Access Statistics for this article More articles in International Journal of Entrepreneurship and Small Business from Inderscience Enterprises Ltd |
Is your work missing from RePEc? Here is how to contribute.
Questions or problems? Check the EconPapers FAQ or send mail to .
EconPapers is hosted by the
School of Business at Örebro University.