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The influence of information and advice on competitive strategy definition in small‐ and medium‐sized enterprises

The influence of information and advice on competitive strategy definition in small‐ and... Although strategy development in large corporations has been well documented, the process of formulating strategy in small firms has not been extensively investigated by researchers. The process in small firms does not reflect exhaustive strategic analysis, but rather, a personality driven, opportunistic or instinctive approach, channelled through an emergent planning process. This study builds on recent work examining the planning patterns and approaches of small firms by integrating an understanding of the nature and extent of information and advice sought and received by the firm, and how that interaction influences the formation of competitive strategy. Results of this qualitative study point to more formal sources of advice such as providers of professional advisory services being bypassed due to a perceived lack of relevance of their information and planning advice to the SME's specific industry context. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Qualitative Market Research An International Journal Emerald Publishing

The influence of information and advice on competitive strategy definition in small‐ and medium‐sized enterprises

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References (83)

Publisher
Emerald Publishing
Copyright
Copyright © 2004 Emerald Group Publishing Limited. All rights reserved.
ISSN
1352-2752
DOI
10.1108/13522750410530039
Publisher site
See Article on Publisher Site

Abstract

Although strategy development in large corporations has been well documented, the process of formulating strategy in small firms has not been extensively investigated by researchers. The process in small firms does not reflect exhaustive strategic analysis, but rather, a personality driven, opportunistic or instinctive approach, channelled through an emergent planning process. This study builds on recent work examining the planning patterns and approaches of small firms by integrating an understanding of the nature and extent of information and advice sought and received by the firm, and how that interaction influences the formation of competitive strategy. Results of this qualitative study point to more formal sources of advice such as providers of professional advisory services being bypassed due to a perceived lack of relevance of their information and planning advice to the SME's specific industry context.

Journal

Qualitative Market Research An International JournalEmerald Publishing

Published: Jun 1, 2004

Keywords: Competitive strategy; Small to medium‐sized enterprises

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