Strategy-making process and firm performance in small firms

Verreynne, M. (2006) Strategy-making process and firm performance in small firms. Journal of Management and Organization, 12 3: 209-222. doi:10.5172/jmo.2006.12.3.209

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Author Verreynne, M.
Title Strategy-making process and firm performance in small firms
Journal name Journal of Management and Organization   Check publisher's open access policy
ISSN 1833-3672
Publication date 2006-11
Sub-type Article (original research)
DOI 10.5172/jmo.2006.12.3.209
Volume 12
Issue 3
Start page 209
End page 222
Total pages 14
Editor K. W. Parry
Place of publication Qld, Australia
Publisher eContent Management
Collection year 2006
Language eng
Subject C1
350209 Small Business Management
350208 Organisational Planning and Management
720403 Management
Abstract This 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 small firms. Of these modes, the simplistic mode exhibits the strongest relationship with firm performance.
Keyword Strategy-making process
Firm performance
Small firms
Q-Index Code C1

Document type: Journal Article
Sub-type: Article (original research)
Collections: Excellence in Research Australia (ERA) - Collection
2007 Higher Education Research Data Collection
UQ Business School Publications
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Citation counts: Scopus Citation Count Cited 16 times in Scopus Article | Citations
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Created: Wed, 15 Aug 2007, 09:56:00 EST