Strategien, KMU und Umfeld. Handlungsmuster und Strategiegenese in kleinen und mittleren Unternehmen.

Abstract

BookStrategien, KMU und Umfeld: Handlungsmuster und Strategiegenese in kleinen und mittleren Unternehmen RWI Schriften, No. 69 Provided in Cooperation with: RWI -Leibniz-Institut für Wirtschaftsforschung, Essen Suggested Citation: Welter, Friederike (2003) : Strategien, KMU und Umfeld: Handlungsmuster und Strategiegenese in kleinen und mittleren Unternehmen, RWI Schriften, No. 69, ISBN 978-3-428-51326-0, Duncker & Humblot, Berlin, http://dx.doi.org/10.3790/978-3-428-51326-0 This Version is available at: http://hdl.handle.net/10419/150026 Standard-Nutzungsbedingungen:Die Dokumente auf EconStor dürfen zu eigenen wissenschaftlichen Zwecken und zum Privatgebrauch gespeichert und kopiert werden.Sie dürfen die Dokumente nicht für öffentliche oder kommerzielle Zwecke vervielfältigen, öffentlich ausstellen, öffentlich zugänglich machen, vertreiben oder anderweitig nutzen.Sofern die Verfasser die Dokumente unter Open-Content-Lizenzen (insbesondere CC-Lizenzen) zur Verfügung gestellt haben sollten, gelten abweichend von diesen Nutzungsbedingungen die in der dort genannten Lizenz gewährten Nutzungsrechte. Terms of use: Documents in

Current State and Impact of Strategic Planning Activities on Entrepreneurs’ Financial Performance: Case of Serbia

“…As results presented in Table 3 show, the planning activity of Serbian entrepreneurs certainly do not result in written plans, while the most pronounced feature of their planning activity is that it is short-term oriented and based on personal experience, feelings and intuition. These results are similar to Welter's (2003) suggesting that strategic decisions in SMEs are often based on the owner's (manager's) experience, intuition or even on guessing (as cited by Kraus et al, 2007). Moreover, scores higher than 4 are assigned only to those sub-components that are exactly the opposite of a well-developed and holistic activity of strategic planning (short time horizon and subjective approach).…”

“…A business planning activity that has been adequately developed and implemented contributes to the success of small businesses (Bracker et al, 1988 Bracker et al (1988) and Welter (2003), the performance of small businesses is affected by the level of the complexity of planning, more than by the existence of this activity per se. Different levels of sophistication of the planning activity can be identified depending on whether the manager analyzes external factors, quantifies business goals, defines budgets, prepares written plans, and whether he/she plans a comparison of planned and accomplished, as well as the mechanisms for filling the gaps (Rue & Ibrahim, 1998;Hodges & Kent, 2007).…”

SME Management - What Can We Learn from Entrepreneurship Theory?

“…Finally, considering the key role owner-managers play, capacity restrictions (managerial bottlenecks and lack of specialized knowledge and professionalization) turn out and highlight the liabilities of coordination small business is confronted with. This might end up in reactive strategies of small companies (Welter, 2003) which is, however, not necessarily so. A strong countervailing effect among others is e.g.…”

The role of trust in risk sharing and innovativeness of service firms in Nigeria

“…Enterprise behaviour results from a dynamic inter-relationship between internal (i.e., both organisational and entrepreneurial characteristics) and external conditions. It evolves over time from simple reactions to the business environment to more complex and pro-active strategies (Welter, 2002).…”