Portfolio analysis for the small firm

Bamberger, Ingolf

doi:10.1016/0024-6301(82)90007-3

Cited by 8 publications

(3 citation statements)

References 6 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…There is, however, a strong view that it is probably lack of planning knowledge which comes as an obstacle to most people from making plans (Unni, 1981). Another view is that small firm managers do not know strategically relevant information such as actual and future rate of growth, market size, and market share and this probably prevents them from preparing plans (Bamberger, 1982).…”

Section: K Ramachandran Is a Faculty Member In The Entrepreneurship Gmentioning

confidence: 99%

Strategic Plarming in Small Enterprises: Some Empirical Evidence

Ramachandran

1994

Vikalpa: The Journal for Decision Makers

View full text Add to dashboard Cite

show abstract

Section: K Ramachandran Is a Faculty Member In The Entrepreneurship Gmentioning

confidence: 99%

Strategic Plarming in Small Enterprises: Some Empirical Evidence

Ramachandran

1994

Vikalpa: The Journal for Decision Makers

View full text Add to dashboard Cite

show abstract

“…The decision-making procedures, thus practiced in SMEs are often characterised as dysfunctional and unsystematic (Dean, 1986). Small enterprises, particularly in SA, lack the strategic perspective of firm's dynamic procedures for sustainable growth (Bamberger, 1982). A survey of Alotaibi and Hana exposed the fact that lack of finance and an effective strategy-making process are major obstacles towards the success of SA SMEs and, in spite of the realisation of the potential benefits related to strategic management, they are not adopted by small firms in SA (2015).…”

Section: Scope Of the Smes In Saudi Arabiamentioning

confidence: 99%

Strategic Approach of Saudi Small and Medium-Sized Enterprises: More of Emergent or Deliberate?

Alenzy¹

2018

IBR

View full text Add to dashboard Cite

The impact of the strategic planning, especially in promising economies are significant indicators of success for the small and medium-sized enterprises (SMEs). Globally, the SMEs sector suffers from a very high failure rate and the most important reason for this is poor capacity in strategic management. The practice of SMEs in unstable environments, especially in oil-based economy like Saudi Arabia (SA), creates the need for more flexibility in building strategies. Therefore, as the aim of this study was to structurally examine the type of strategic management in SMEs, the adaptation of a high flexibility strategic theoretical framework based on the emergent strategy model by Mintzberg might be more suitable for SMEs’ needs and capabilities. In this research, forty-six SMEs were surveyed in SA. Unlike most previous research, whose variables focused on external issues (such as funding issues or government policies), this study focuses on internal issues (such as internal capabilities) that influence the choice of strategy in SMEs. Correlation and factor analysis were used because the data set was appropriate for factor analysis as the KMO value was greater than 0.50. The research concluded that SMEs tend to adopt a deliberate strategy more than the emerging strategy.

show abstract

“…the normative school The majority of modern literature is of the normative kind. Much of this has evolved from the 'bottom up' school and has exhibited a progressive development from the early synoptichcremental contributions to more sophisticated processes, including strategic portfolio analysis (Bamberger, 1982), strategic development models (Vozikis, 1984) and corporate s33 simulation models (De Kluyver and McNally, 1982). The emphasis is on a 'how to' formula.…”

Section: The Modern Eramentioning

confidence: 99%

Strategic Planning and Financial Performance in UK SMEs: Does Formality Matter?

McKiernan

Morris

1994

British J of Management

118

View full text Add to dashboard Cite

The majority of the literature on corporate performance in SMEs has indicated that the absence of formal strategic planning (or inadequacies in its process) can be directly linked with failure, while its presence can be linked to success (Bracker and Pearson, 1986;Stoner, 1983). However, other empirical evidence fails to find a relationship (Robinson and Pearce, 1983). These differences are due to methodological and theoretical problems facing research in this domain. This paper attempts to improve on both issues. The hypothesis that 'formal planning is not associated with better-than-average performance' is tested on a sample of SMEs, controlled by sector, using a 5-year operating period. Five measures of financial performance are utilized, including both the arithmetic and geometric measurements of central tendency as appropriate. Moreover, perceptions of CEOs, rather than the aggregation of scale-based measurements of organizational variables, are used to prescribe the measure of formality used in the analysis.

show abstract

Portfolio analysis for the small firm

Cited by 8 publications

References 6 publications

Strategic Plarming in Small Enterprises: Some Empirical Evidence

Strategic Plarming in Small Enterprises: Some Empirical Evidence

Strategic Approach of Saudi Small and Medium-Sized Enterprises: More of Emergent or Deliberate?

Strategic Planning and Financial Performance in UK SMEs: Does Formality Matter?

Contact Info

Product

Resources

About