| Strategic emerging industries are based on major technological breakthroughs and significantdevelopment needs. They are knowledge and technology-intensive, of less consumption of materialresources, have growth potential and good overall efficiency of the industry, and are the deep integration ofemerging technologies and new industries. These industries are not only on behalf of the scientific andtechnological innovation direction but also represent the direction of industrial development and have asignificant lead role in promoting the future economic and social development. SMEs in the cultivation anddevelopment of strategic emerging industry are facing new opportunities and challenges. How SMEs canovercome the external environment and the constraints and challenges, and grasp the opportunities for thedevelopment of strategic and emerging industries, in order to achieve their own and the industry continualgrowth is a meaningful issue to explore? For this problem, existing research has not yet made a profoundand clear answer. Therefore, the strategic management behaviors in-depth study of SMEs in the emergingstrategic industries is particularly important. Based on this, this study focuses on SMEs in China in theprocess of nurturing and development of strategic emerging industries, taking bio-industry as example, andresearches on the role of SMEs, strategic management performance and strategic management process. Thepurpose is to reveal the emerging strategic the basic characteristics of the industry, Strategic Managementfor SMEs and its causes.The paper is divided into six chapters. Chapter1describes the purpose and significance of the study,summarized the reviewed studies, a brief description of the content and methods of the study. The detailedanalysis of Chapter2summarizes the theoretical basis of the strategic emerging industries and SMEstrategic management, analysis of the meaning and characteristics of the emerging strategic industries,SMEs and industrial development theories, and corporate strategic management theory. Chapter3focusedon the organizational model of strategic emerging industries characterized by small and medium enterprisesas enterprises reveals the role of SMEs in the strategic development of new industries. Chapter4, throughcase studies, in-depth analysis of the characteristics of the emerging industries of strategic SME strategicmanagement process. Chapter5is about the emerging industries of strategic SME strategic management performance an empirical study and put forward countermeasures to enhance strategic managementperformance.Theoretical analysis and empirical research shows that SMEs in strategic emerging industries has avery important role in the development of strategic emerging industries, with a large number of activeSMEs to become the main force of China’s strategic emerging industries. Strategic management has asignificant effect on these SMEs’ growth and development. The strategic management process of the SMEsin strategic emerging industries shows heterogeneous differences and has the similar characteristics mainlywith planning school, learning school and entrepreneurs school of strategic management process. A formalstrategic management corporate shows higher performance than informal enterprises. Our own empiricalinvestigations show that strategic planning can contribute to performance. However, the empirical resultsdraw a differentiated picture of the relationship between strategic planning and performance in small firms.A significant positive relationship to performance could only be identified for the degree of formalization.More specifically, an increase in the degree of formalization of one step enhances the propensity to belongto the group of growth firms by a large step. This result suggests that formalization might be able tocontribute to firm performance. Some hypotheses could not be supported. A possible reason for a missingimpact of the time horizon on performance might be that the optimal time horizon of strategic planningvaries in small enterprises because they need to be and are also often able to be more flexible than largerones. The use of strategic instruments was not related to performance either. The use of strategic planninginstruments is very low in both groups of firms. Thus, a potential impact on performance could not bedetected statistically, even though it might in fact exist. If there were a positive performance impact of theuse of planning instruments, awareness of these instruments among managers of smaller enterprises mighthave increased. It seems that the process of planning rather than the use of specific instruments contributesto performance. The missing relationship between the frequency of planning and performance could beexplained by the fact that it might not only be frequency of control, but its intensity that can contribute toan enhanced alignment of plans to current circumstances and, finally, to performance. Based on this, thisstudy proposes to enhance the entrepreneur’s strategic management capabilities, improve the strategicmanagement process and the recommendations of the evaluation and countermeasures. |
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