Strategic planning in growth oriented small firms
Identifieur interne : 001339 ( Istex/Curation ); précédent : 001338; suivant : 001340Strategic planning in growth oriented small firms
Auteurs : Tim Mazzarol [Australie] ; Sophie Reboud [France] ; Geoffrey N. Soutar [Australie]Source :
- International Journal of Entrepreneurial Behaviour & Research [ 1355-2554 ] ; 2009-06-12.
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English descriptors
- KwdEn :
- Absolute value, American journal, Annual sales growth, Annual turnover, Average sales growth, Behaviour, Bracker, Business development, Business journal, Business model, Business performance, Business plan, Business planning, Business plans, Business school, Business strategies, Business venture, Carland, Clear sense, Clear vision, Competitive advantage, Competitive strategy, Conscious decision, Delegate authority, Delight customers, Discriminant, Discriminant analysis, Early stages, Entrepreneurial, Entrepreneurial behaviour research, Entrepreneurial orientation, Entrepreneurship, Entrepreneurship theory, Environmental scanning, External environment, Formal business plan, Formal business planning, Formal business plans, Formal planners, Formal planning, Formal plans, Formal quality assurance, Formal quality assurance systems, Future growth, Future opportunities, Growth family, Growth measures, Growth orientation, Growth process, Harvard business review, High growth, Ijebr, Increase production, International journal, Life stage, Long range planning, Longitudinal study, Management development program, Management practices, Management review, Management skills, Managerial behaviour, Managerial competence, Managerial factors, Market opportunities, Mazzarol, Mission statement, Mission statements, Multivariate data analysis, Nancial, Nancial control, Nancial performance, Ndings, Ndings support, Networking, Operational areas, Operational management, Operational planning, Organisational, Organisational culture, Other owners, Particular strategy, Performance measures, Personal vision, Personality characteristics, Planning behaviour, Planning process, Premium pricing, Present sample, Present study, Price premium, Professional management, Professional management team, Quality assurance, Quality control, Research questions, Resource, Sales growth, Single discriminant function, Small business, Small business economics, Small business growth, Small business management, Small business owners, Small businesses, Small dutch, Small enterprise research, Small firms, Sophisticated planning, Strategic, Strategic focus, Strategic formulation, Strategic intent, Strategic management, Strategic management journal, Strategic networking, Strategic orientation, Strategic planning, Strategic planning process, Strategic vision, Strategy formulation, Strong support network partnerships, Structural correlation, Structural correlations, Successful entrepreneurs, Such factors, Such items, Such planning, Systematic approach, Task environment, Third party support network actors, Track record, Turnover, Western australia.
- Teeft :
- Absolute value, American journal, Annual sales growth, Annual turnover, Average sales growth, Behaviour, Bracker, Business development, Business journal, Business model, Business performance, Business plan, Business planning, Business plans, Business school, Business strategies, Business venture, Carland, Clear sense, Clear vision, Competitive advantage, Competitive strategy, Conscious decision, Delegate authority, Delight customers, Discriminant, Discriminant analysis, Early stages, Entrepreneurial, Entrepreneurial behaviour research, Entrepreneurial orientation, Entrepreneurship, Entrepreneurship theory, Environmental scanning, External environment, Formal business plan, Formal business planning, Formal business plans, Formal planners, Formal planning, Formal plans, Formal quality assurance, Formal quality assurance systems, Future growth, Future opportunities, Growth family, Growth measures, Growth orientation, Growth process, Harvard business review, High growth, Ijebr, Increase production, International journal, Life stage, Long range planning, Longitudinal study, Management development program, Management practices, Management review, Management skills, Managerial behaviour, Managerial competence, Managerial factors, Market opportunities, Mazzarol, Mission statement, Mission statements, Multivariate data analysis, Nancial, Nancial control, Nancial performance, Ndings, Ndings support, Networking, Operational areas, Operational management, Operational planning, Organisational, Organisational culture, Other owners, Particular strategy, Performance measures, Personal vision, Personality characteristics, Planning behaviour, Planning process, Premium pricing, Present sample, Present study, Price premium, Professional management, Professional management team, Quality assurance, Quality control, Research questions, Resource, Sales growth, Single discriminant function, Small business, Small business economics, Small business growth, Small business management, Small business owners, Small businesses, Small dutch, Small enterprise research, Small firms, Sophisticated planning, Strategic, Strategic focus, Strategic formulation, Strategic intent, Strategic management, Strategic management journal, Strategic networking, Strategic orientation, Strategic planning, Strategic planning process, Strategic vision, Strategy formulation, Strong support network partnerships, Structural correlation, Structural correlations, Successful entrepreneurs, Such factors, Such items, Such planning, Systematic approach, Task environment, Third party support network actors, Track record, Turnover, Western australia.
Abstract
Purpose The paper aims to examine the management practices of ownermanagers of small businesses seeking to grow their firms. It seeks to better understand their strategic thinking in relation to internal and external environmental issues. Designmethodologyapproach A sample of 204 ownermanagers who had indicated their desire for growth was surveyed using a questionnaire developed from earlier research that examined their strategic and operational behaviour. Followup discussions over their results were conducted facetoface. Data were analysed using confirmatory factor analysis and discriminant analysis. Findings Firms that possessed formal written business plans were found to be more likely to have stronger support network partnerships, formal quality assurance and the ability to lead change among employees. A relationship was found between an above average level of annual sales turnover and the personal vision of the ownermanagers. Research limitationsimplications Although the sample was atypical, in that it was comprised of ownermanagers who had a growth orientation, the study suggests that ownermanagers who have a strong growth orientation are likely to have an enhanced sense of their strategic vision, and the ability to communicate this vision to their employees. Practical implications The findings in this paper suggest that ownermanagers from small firms should seek to benchmark their business against industry best practice, but that such benchmarking must be supported by a clear strategic vision and the capacity to communicate this vision to others, particularly employees. Originalityvalue The literature relating to strategic thinking and behaviour within small firms remains underdeveloped, and this paper provides valuable insights into this area.
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DOI: 10.1108/13552550910967912
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scanning</term><term>External environment</term><term>Formal business plan</term><term>Formal business planning</term><term>Formal business plans</term><term>Formal planners</term><term>Formal planning</term><term>Formal plans</term><term>Formal quality assurance</term><term>Formal quality assurance systems</term><term>Future growth</term><term>Future opportunities</term><term>Growth family</term><term>Growth measures</term><term>Growth orientation</term><term>Growth process</term><term>Harvard business review</term><term>High growth</term><term>Ijebr</term><term>Increase production</term><term>International journal</term><term>Life stage</term><term>Long range planning</term><term>Longitudinal study</term><term>Management development program</term><term>Management practices</term><term>Management review</term><term>Management skills</term><term>Managerial behaviour</term><term>Managerial competence</term><term>Managerial factors</term><term>Market opportunities</term><term>Mazzarol</term><term>Mission statement</term><term>Mission statements</term><term>Multivariate data analysis</term><term>Nancial</term><term>Nancial control</term><term>Nancial performance</term><term>Ndings</term><term>Ndings support</term><term>Networking</term><term>Operational areas</term><term>Operational management</term><term>Operational planning</term><term>Organisational</term><term>Organisational culture</term><term>Other owners</term><term>Particular strategy</term><term>Performance measures</term><term>Personal vision</term><term>Personality characteristics</term><term>Planning behaviour</term><term>Planning process</term><term>Premium pricing</term><term>Present sample</term><term>Present study</term><term>Price premium</term><term>Professional management</term><term>Professional management team</term><term>Quality assurance</term><term>Quality control</term><term>Research questions</term><term>Resource</term><term>Sales growth</term><term>Single discriminant function</term><term>Small business</term><term>Small business economics</term><term>Small business growth</term><term>Small business management</term><term>Small business owners</term><term>Small businesses</term><term>Small dutch</term><term>Small enterprise research</term><term>Small firms</term><term>Sophisticated planning</term><term>Strategic</term><term>Strategic focus</term><term>Strategic formulation</term><term>Strategic intent</term><term>Strategic management</term><term>Strategic management journal</term><term>Strategic networking</term><term>Strategic orientation</term><term>Strategic planning</term><term>Strategic planning process</term><term>Strategic vision</term><term>Strategy formulation</term><term>Strong support network partnerships</term><term>Structural correlation</term><term>Structural correlations</term><term>Successful entrepreneurs</term><term>Such factors</term><term>Such items</term><term>Such planning</term><term>Systematic approach</term><term>Task environment</term><term>Third party support network actors</term><term>Track record</term><term>Turnover</term><term>Western australia</term></keywords><keywords scheme="Teeft" xml:lang="en"><term>Absolute value</term><term>American journal</term><term>Annual sales growth</term><term>Annual turnover</term><term>Average sales growth</term><term>Behaviour</term><term>Bracker</term><term>Business development</term><term>Business journal</term><term>Business model</term><term>Business performance</term><term>Business plan</term><term>Business planning</term><term>Business plans</term><term>Business school</term><term>Business strategies</term><term>Business venture</term><term>Carland</term><term>Clear sense</term><term>Clear vision</term><term>Competitive advantage</term><term>Competitive strategy</term><term>Conscious decision</term><term>Delegate authority</term><term>Delight customers</term><term>Discriminant</term><term>Discriminant analysis</term><term>Early stages</term><term>Entrepreneurial</term><term>Entrepreneurial behaviour research</term><term>Entrepreneurial orientation</term><term>Entrepreneurship</term><term>Entrepreneurship theory</term><term>Environmental scanning</term><term>External environment</term><term>Formal business plan</term><term>Formal business planning</term><term>Formal business plans</term><term>Formal planners</term><term>Formal planning</term><term>Formal plans</term><term>Formal quality assurance</term><term>Formal quality assurance systems</term><term>Future growth</term><term>Future opportunities</term><term>Growth family</term><term>Growth measures</term><term>Growth orientation</term><term>Growth process</term><term>Harvard business review</term><term>High growth</term><term>Ijebr</term><term>Increase production</term><term>International journal</term><term>Life stage</term><term>Long range planning</term><term>Longitudinal study</term><term>Management development program</term><term>Management practices</term><term>Management review</term><term>Management skills</term><term>Managerial behaviour</term><term>Managerial competence</term><term>Managerial factors</term><term>Market opportunities</term><term>Mazzarol</term><term>Mission statement</term><term>Mission statements</term><term>Multivariate data analysis</term><term>Nancial</term><term>Nancial control</term><term>Nancial performance</term><term>Ndings</term><term>Ndings support</term><term>Networking</term><term>Operational areas</term><term>Operational management</term><term>Operational planning</term><term>Organisational</term><term>Organisational culture</term><term>Other owners</term><term>Particular strategy</term><term>Performance measures</term><term>Personal vision</term><term>Personality characteristics</term><term>Planning behaviour</term><term>Planning process</term><term>Premium pricing</term><term>Present sample</term><term>Present study</term><term>Price premium</term><term>Professional management</term><term>Professional management team</term><term>Quality assurance</term><term>Quality control</term><term>Research questions</term><term>Resource</term><term>Sales growth</term><term>Single discriminant function</term><term>Small business</term><term>Small business economics</term><term>Small business growth</term><term>Small business management</term><term>Small business owners</term><term>Small businesses</term><term>Small dutch</term><term>Small enterprise research</term><term>Small firms</term><term>Sophisticated planning</term><term>Strategic</term><term>Strategic focus</term><term>Strategic formulation</term><term>Strategic intent</term><term>Strategic management</term><term>Strategic management journal</term><term>Strategic networking</term><term>Strategic orientation</term><term>Strategic planning</term><term>Strategic planning process</term><term>Strategic vision</term><term>Strategy formulation</term><term>Strong support network partnerships</term><term>Structural correlation</term><term>Structural correlations</term><term>Successful entrepreneurs</term><term>Such factors</term><term>Such items</term><term>Such planning</term><term>Systematic approach</term><term>Task environment</term><term>Third party support network actors</term><term>Track record</term><term>Turnover</term><term>Western australia</term></keywords><keywords scheme="Wicri" type="topic" xml:lang="fr"><term>Esprit d'entreprise</term><term>Culture organisationnelle</term><term>Petite entreprise</term><term>Chiffre d'affaires</term></keywords></textClass><langUsage><language ident="en">en</language></langUsage></profileDesc></teiHeader><front><div type="abstract">Purpose The paper aims to examine the management practices of ownermanagers of small businesses seeking to grow their firms. It seeks to better understand their strategic thinking in relation to internal and external environmental issues. Designmethodologyapproach A sample of 204 ownermanagers who had indicated their desire for growth was surveyed using a questionnaire developed from earlier research that examined their strategic and operational behaviour. Followup discussions over their results were conducted facetoface. Data were analysed using confirmatory factor analysis and discriminant analysis. Findings Firms that possessed formal written business plans were found to be more likely to have stronger support network partnerships, formal quality assurance and the ability to lead change among employees. A relationship was found between an above average level of annual sales turnover and the personal vision of the ownermanagers. Research limitationsimplications Although the sample was atypical, in that it was comprised of ownermanagers who had a growth orientation, the study suggests that ownermanagers who have a strong growth orientation are likely to have an enhanced sense of their strategic vision, and the ability to communicate this vision to their employees. Practical implications The findings in this paper suggest that ownermanagers from small firms should seek to benchmark their business against industry best practice, but that such benchmarking must be supported by a clear strategic vision and the capacity to communicate this vision to others, particularly employees. Originalityvalue The literature relating to strategic thinking and behaviour within small firms remains underdeveloped, and this paper provides valuable insights into this area.</div></front></TEI></record>Pour manipuler ce document sous Unix (Dilib)
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