Strategy-making process and firm performance in small firms

dc.contributor.authorVerreynne, M. L.
dc.date.accessioned2011-02-21T02:49:15Z
dc.date.available2011-02-21T02:49:15Z
dc.date.copyright2005
dc.date.created2005
dc.date.issued2005
dc.description.abstractThis paper argues that individual small firms, just like large firms, place differing emphasis on strategy-making and may employ different modes of strategy-making. It offers a typology of the different modes of strategy-making that seem most likely to exist in small firms, and hypothesises how this typology relates to performance. It then describes the results of an empirical study of the strategy-making processes of small firms. The structural equation analysis of the data from 477 small firms with less than 100 employees indicates among other results that the simplistic, adaptive, intrapreneurial and participative modes of strategy-making exist in these SMEs. Of these modes, the simplistic mode exhibits the strongest relationship with firm performance.
dc.identifier.other20-2005
dc.identifier.urihttps://hdl.handle.net/10292/1131
dc.publisherAUT Faculty of Business
dc.relation.urihttp://www.aut.ac.nz/__data/assets/pdf_file/0003/48477/enterprise_and_innovation_20-2005.pdf
dc.rights2005 © - Copyright of the Author(s)
dc.rights.accessrightsOpenAccess
dc.sourceEnterprise and Innovation, 2005, 20
dc.titleStrategy-making process and firm performance in small firms
dc.typeWorking Paper
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