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Strategy planning for high‐growth firms: A complexity theoretic framework

Strategy planning for high‐growth firms: A complexity theoretic framework Many entrepreneurial theories suggest that corporate growth is not taking place in a continuous manner but in a rather disruptive way. Since many strategy planning frameworks implicitly assume that their underlying assumptions are not changing overtime this stands in some contradictory relation to growth transitions in rapidly growing firms. Hence, this paper proposes an approach called “Growth Scorecards” which is based on the Balanced Scorecard methodology and enables decision makers of high‐growth enterprises to identify the necessity and approximate scope of strategic revisions associated with a growth transition. The described approach therefore employs complexity‐theoretic concepts in order to classify the management’s propensity for growth measures as the internal likelihood of a growth transition. As a prerequisite for this the paper starts with a disquisition of the theoretic framework underlying this approach. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png EuroMed Journal of Business Emerald Publishing

Strategy planning for high‐growth firms: A complexity theoretic framework

EuroMed Journal of Business , Volume 1 (1): 15 – Apr 1, 2006

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Publisher
Emerald Publishing
Copyright
Copyright © 2006 Emerald Group Publishing Limited. All rights reserved.
ISSN
1450-2194
DOI
10.1108/14502190610750090
Publisher site
See Article on Publisher Site

Abstract

Many entrepreneurial theories suggest that corporate growth is not taking place in a continuous manner but in a rather disruptive way. Since many strategy planning frameworks implicitly assume that their underlying assumptions are not changing overtime this stands in some contradictory relation to growth transitions in rapidly growing firms. Hence, this paper proposes an approach called “Growth Scorecards” which is based on the Balanced Scorecard methodology and enables decision makers of high‐growth enterprises to identify the necessity and approximate scope of strategic revisions associated with a growth transition. The described approach therefore employs complexity‐theoretic concepts in order to classify the management’s propensity for growth measures as the internal likelihood of a growth transition. As a prerequisite for this the paper starts with a disquisition of the theoretic framework underlying this approach.

Journal

EuroMed Journal of BusinessEmerald Publishing

Published: Apr 1, 2006

Keywords: High‐growth enterprise; Strategy planning; Entrepreneurial complexity; Growth transitions; Complex strategic integration

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