The impact of pre-startup planning on the strength of planning assumptions and the mode of processing

Thiele, Philipp; Fellnhofer, Katharina

doi:10.1504/ijev.2015.068601

Cited by 6 publications

(11 citation statements)

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“…Furthermore, Tapinos et al (2005) state that strategic planning is the set of processes undertaken to develop a range of strategies that will contribute to achieving the organizational direction. Prior findings point out that a higher certainty and knowledge of planning assumptions promote achievements (Thiele and Fellnhofer, 2015). In addition, strategic planning affects commitment to strategy implementation in a complementary way, which thus increases firm performance (Kohtamäki et al, 2012).…”

Section: Literature Review On Strategic Planning and Performancementioning

confidence: 97%

Strategic planning and firm performance: a comparison across countries and sectors

Kyläheiko

Puumalainen

Sjögrén

et al. 2016

IJEV

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The level of uncertainty and pace of change in business environments is posing challenges for firms. The developed economies have transformed from the industrial era to the knowledge and service era, while emerging economies thrive with industrial growth. This poses the question of what the key drivers of corporate success are and how far they are different from the old earnings logic. We will focus on one special value-creating resource or capability, namely strategic planning. We empirically examine the performance consequences of strategic planning to determine in what contexts it pays off particularly well. We use data from a large-scale survey of about 2,500 organizations from developed and emerging countries. The survey responses represent a variety of industries from manufacturing to services. The analysis is based on general linear models, and the findings show significant performance differences across countries, industries, and firm size-with strategic planning explaining performance much better than any contextual characteristics.

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Section: Literature Review On Strategic Planning and Performancementioning

confidence: 97%

Strategic planning and firm performance: a comparison across countries and sectors

Kyläheiko

Puumalainen

Sjögrén

et al. 2016

IJEV

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“…From a research standpoint about dynamic capabilities of startups (Thiele and Fellnhofer, 2015; Chin et al , 2016; Datta et al , 2018; Caseiro and Coelho, 2019; Dong, 2019; Feng et al , 2019; Ma et al , 2020; Polo García-Ochoa et al , 2020; Steiber and Alänge, 2020; Guo et al , 2021; Teixeira et al , 2021), internal and external forces affect business in general (Cavalcante et al , 2011; Chesbrough, 2010; de Reuver et al , 2009; Johnson et al , 2008; Pucihar et al , 2019; Rub et al , 2017; Saebi, 2015; Seo and Lee, 2019; Teece, 2007; Thiele and Fellnhofer, 2015; Van Den Heuvel et al , 2020), and considering the differences in capabilities from startups to handle environmental changes, our framework combines dynamic capabilities of startups within their effects on tangible and intangible resources exchange to overcome challenges imposed from internal and external forces.…”

Section: Building a Base Of Dynamic Capabilities Of Startupsmentioning

confidence: 99%

New perspectives for dynamic capabilities in meeting needs of startups’ survival

Pigola

Costa

Poel

et al. 2022

JEEE

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Purpose The purpose of this study is to analyze the systematic relationships among dynamic capabilities in startups’ survival. Design/methodology/approach This study is based on a systematic literature review on dynamic capabilities related to startups’ survival, following the content analysis approach. Findings This study presents four different perspectives of analysis about dynamic capabilities from resources exchange and business factors that meet needs of startups' survival. It also points out new area for future research in this field. In doing so, this study differentiates itself by its approach not limiting dynamic capabilities research and enriching entrepreneurs' capability theory. Practical implications By indicating an evolution of dynamic capabilities theory among tangible and intangible resources exchange in a more favorable adaptation to startups growth, this study boosters and contributes to the society, economy in general and to the science of business management in various perspectives such as overcoming cognitive barriers, entrepreneur’s commitment, innovation capabilities and knowledge capacity of startups. Originality/value This study amplifies dynamic capabilities vision in startups’ survival as one of the main sources for growth in this type of organizations. It also develops a deeper understanding about new avenues for dynamic capabilities theory among tangible and intangible resources exchange.

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“…A good mental model in itself can be a source of temporary competitive advantage, but in the event of a change in the environment, this must also be changed in order to maintain the advantage [Pigola et al, 2022]. Consequently, we can also define dynamic (cognitive) capabilities at the level of individual cognition: these are the capacities that create, modify or extend existing mental models [Thiele -Fellnhofer, 2015]. The existence of cognitive images is not necessarily beneficial for the organization.…”

Section: Review Of Economic Theory and Policymentioning

confidence: 99%

“…If the entrepreneur does a lot of planning before founding the organization, he creates many cognitive images without testing them in a market environment. In these cases, the individual tries to match reality to his own cognitive images, instead of matching his cognitive images to reality [Thiele -Fellnhofer, 2015]. Though at the time of foundation the organization can feed on the existing knowledge and experience of the entrepreneur, when the operation starts, learning must also start at the level of the entrepreneur and the level of the organization [Ma et al, 2015].…”

Section: Review Of Economic Theory and Policymentioning

confidence: 99%

Dynamic Capabilities of Start-Ups

Farkas

2022

RETP

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Combining the literature on dynamic capabilities, entrepreneurship, and start-ups, we can come across many new, interesting findings, which are not yet sufficiently explored. The aim of the study is to summarize the dynamic capabilities of start-ups in a literature review. We found that start-ups have fewer, more focused, cheaper dynamic capabilities, which capabilities are based much more on the entrepreneurs' skills. The development of dynamic capabilities takes place with the help of entrepreneurs, and as a result, these are more flexible than the dynamic capabilities of large companies. The implication for future research is that, when examining the dynamic capabilities of start-ups, the entrepreneurs – and their capabilities - should also be examined separately.

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The impact of pre-startup planning on the strength of planning assumptions and the mode of processing

Cited by 6 publications

References 0 publications

Strategic planning and firm performance: a comparison across countries and sectors

Strategic planning and firm performance: a comparison across countries and sectors

New perspectives for dynamic capabilities in meeting needs of startups’ survival

Dynamic Capabilities of Start-Ups

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