McCarthy, Breda, and Leavy, Brian (2000) Phases in the strategy formation process: an exploratory study of Irish SMEs. Irish Business and Administrative Research, 21 (2). pp. 55-80.

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Abstract

[Extract] This paper provides a description of how strategies form and evolve in the small to medium-sized enterprise (SME). The results are based on a series of nine case studies and the methodology used involved an intensive, longitudinal, inductive and comparative case-based approach. Although the research undertaken is quite limited and exploratory in nature, a number of important observations may be drawn from the empirical evidence:

• the strategy process was planned but also emergent in nature;

• the degree of planning undertaken in the foundation phase appeared to be most influenced by the personality of the entrepreneur, the type of business and business context;

• the strategy process appeared to follow a phase pattern over time, with firms moving from an early fluid phase to a more defined phase, usually triggered by a crisis or defining episode. Therefore, the degree of planning undertaken was a function of organisational history.

Item ID:	33518
Item Type:	Article (Research - C1)
ISSN:	0332-1118
Keywords:	strategy formation, SMEs
Related URLs:	http://www.questia.com/library/journal/1...
Date Deposited:	16 Jun 2015 03:04
FoR Codes:	15 COMMERCE, MANAGEMENT, TOURISM AND SERVICES > 1503 Business and Management > 150304 Entrepreneurship @ 100%
SEO Codes:	97 EXPANDING KNOWLEDGE > 970115 Expanding Knowledge in Commerce, Management, Tourism and Services @ 100%
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