The use of strategic tools by small and medium‐sized enterprises: an Australasian study

Frost, Frederick A.

doi:10.1002/jsc.607

Cited by 107 publications

(119 citation statements)

References 39 publications

(39 reference statements)

Supporting

Mentioning

107

Contrasting

Unclassified

Order By: Relevance

“…These findings match with other similar researches in the field that were conducted in several different geographical regions such as Australia, New Zeland, Malaysia, Hong-Kong, Singapore, United Kingdom and Finland (Clark, 1997;Frost, 2003;Gunn and Williams, 2007;. Moreover, the prevalence of SWOT analysis is confirmed for Chinese firms (58.46%).…”

Section: Strategy Tools Used In the Large Companiessupporting

confidence: 90%

“…Hence, this may be the reason why managers stick to the classic tool's like SWOT Analysis. This strategy tool has been consistently reported as the most used tool in companies (Clark, 1997;Frost, 2003;Gunn and Williams, 2007;.…”

Section: Literature Reviewmentioning

confidence: 91%

“…The researches that focused on strategy tools used in companies revealed that managers prefer to use tools that are flexible, easy to learn and use, and that are well tested and established (Frost, 2003;Rigby and Bilodeau, 2005;. In this respect, Jarzabkowski and Wilson (2006) claim that practitioners frequently use the tools they have at hands, the ones that hold more technical, cultural and linguistic legitimacy and that are easier to adapt to goals.…”

Section: Literature Reviewmentioning

confidence: 99%

See 2 more Smart Citations

Strategic tools in China/strategic tools: An investigation into strategy in practice in China

He¹

2012

Afr. J. Bus. Manage.

View full text Add to dashboard Cite

In the last decades, we have been observing an increasingly dynamic and turbulent environment, where change seems to be something unavoidable and ubiquitous. This scenario of permanent instability has boosted strategy significance since its object of study is the relationship between organizations and their environment. Besides, the increased complexity agonizes the limitations of human cognition and increases bias in strategic decisions. Under this prism, companies throughout the world search for strategic practices that enable them to handle the environment volatile conditions. Therefore, strategic tools such as SWOT Analysis, Scenario Analysis or Balanced Scorecard have progressively gained importance in organizational life. Some literature also indicates that strategy tools are important to create a sense of organizational direction and to improve strategic thinking. Moreover, companies invest vast amount of resources (for example, time, money, intellectual capital) in acquiring and implementing the tools. There have not been that many studies concerning strategic tools use around the world. For a more meaningful observation of strategic tools use in a wider geographical area we have conducted a strategic tools use survey in Mainland China. The study was spread out to Beijing city, Shaanxi province and Shanxi province and 158 questionnaires were collected. From our survey, we found that SWOT analysis is the most used tool, and followed by PEST Analysis, Brain Storming and Resource Analysis. In addition, our findings in regard to large size companies show that they consider strategic tool increase the rational of the decision making and helped to clarify the strategy of the company.

show abstract

Section: Strategy Tools Used In the Large Companiessupporting

confidence: 90%

Section: Literature Reviewmentioning

confidence: 91%

Section: Literature Reviewmentioning

confidence: 99%

See 1 more Smart Citation

Strategic tools in China/strategic tools: An investigation into strategy in practice in China

He¹

2012

Afr. J. Bus. Manage.

View full text Add to dashboard Cite

show abstract

“…1; 2016 86 formation of corporate strategy (Weihrich, 1982) and then more widely applied to the formation of overall strategy of enterprises (Weihrich, 1993;Proctor, 1997Proctor, , 2000, industrial strategy analysis (Lin, 2015) or strategic planning for the tourism industry (Ramos, Salazar, & Gomes, 2000 Figure 1. Principles of the TOWS matrix Source: David, 1997;Lin, 2015. According to recent studies (Frost, 2003;Kearns, 2006;Akli Achabou et al, 2009;Schroeder et al, 2010;Sanchis-Palacio et al, 2011;Atta-Ur-Rahman et al, 2012;Jeroen et al, 2012;Rodrigo et al, 2015;Belmondo et al, 2015), SWOT analysis is often combined with a TOWS matrix to develop the effective strategic planning needed by cases. However, because of the dependence of assessment criteria, this study deals with the planning of a Co-opetition Strategy of local Hakka cultural museums in Hualien using a BCRU decision-making model constructed via a SWOT-TOWS matrix theory and ANP.…”

Section: Operation Of Strategic Managementmentioning

confidence: 99%

Competitive Strategies Applying in Cultural Museums through Tourism Industry: The Case of Taiwan Hualien

Lin¹

2015

IBR

View full text Add to dashboard Cite

In the competition of leisure resources and reduction of governmental budgets over the years, the way in which cultural museums survive and develop is a critical issue. Using the Hualien Hakka Cultural Museum as an example, this study conducted a literature review and analysis, and held local forums, workshops and in-depth interviews using a bottom-up model and an interactive model, in order to collect opinions from industry, government and academia. Through SWOT analysis, TOWS matrix theory and Analytic Network Process (ANP), this study identified the effective Co-opetition Strategy of cultural museums as a reference for the future operation of local Hakka cultural museums.

show abstract

“…SME researchers allude to the existence of this mode. For example, Frost (2003) finds in a study of 331 Australian SMEs with less than 100 employees that the use of strategic tools and a strategic plan was significant. But the range and depth of the tool usage are disappointing, especially when compared to previous studies in larger firms, such as Clark (1997).…”

Section: A Strategy-making Typology For Small Firmsmentioning

confidence: 99%

Strategy-making process and firm performance in small firms

Verreynne

2006

Journal of Management & Organization

View full text Add to dashboard Cite

This paper argues that individual small firms just like large firms, place differing emphasis on strategy-making and may employ different modes of strategy-making. It offers a typology of the different modes of strategy-making that seem most likely to exist in small firms, and hypothesises how this typology relates to performance. It then describes the results of an empirical study of the strategy-making processes of small firms. The structural equation analysis of the data from 477 small firms with less than 100 employees indicates among other results that the simplistic, adaptive, intrapreneurial and participative modes of strategy-making exist in these small firms. Of these modes, the simplistic mode exhibits the strongest relationship with firm performance.

show abstract

The use of strategic tools by small and medium‐sized enterprises: an Australasian study

Cited by 107 publications

References 39 publications

Strategic tools in China/strategic tools: An investigation into strategy in practice in China

Strategic tools in China/strategic tools: An investigation into strategy in practice in China

Competitive Strategies Applying in Cultural Museums through Tourism Industry: The Case of Taiwan Hualien

Strategy-making process and firm performance in small firms

Contact Info

Product

Resources

About