Strategies, uncertainty and performance of small business startups

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dc.citation.volume15
dc.contributor.authorVan Gelderen, Marco
dc.contributor.authorFrese, Michael
dc.contributor.authorThurik, Roy
dc.date.accessioned2008-11-03T00:50:14Z
dc.date.accessioned2016-03-06T22:25:49Z
dc.date.accessioned2016-09-07T13:57:39Z
dc.date.availableNO_RESTRICTIONen_US
dc.date.available2008-11-03T00:50:14Z
dc.date.available2016-03-06T22:25:49Z
dc.date.available2016-09-07T13:57:39Z
dc.date.issued2000
dc.description.abstractPersonal strategies of owners/founders of small business startups are related to performance and to environmental uncertainty. This is done using a longitudinal data set. Personal strategies are operationalized by a behavioral measure of the manners in which small business founders deal with situations. The results suggest a dynamic process between strategy and performance. Business owners that perform poorly employ a Reactive Strategy, with poor performance leading to increased use of reactive behavior. High performing business owners start out focussing on the most crucial issues (Critical Point Strategy), with high performance leading to a more top-down (Complete Planning) approach. These relations are controlled for characteristics of the environment of the firm. Strategy use is dependent upon the type and level of environmental uncertainty. Complete Planning strategy is used less frequently in a fast changing environment and more often in a complex environment. Use of Opportunistic Strategy is negatively related to the complexity of the environment, while the Reactive Strategy is used more frequently in a non-munificent environment.en_US
dc.identifier.citationVan Gelderen, M.; Frese, M.; Thurik, R. (2000). Strategies, uncertainty and performance of small business startups. Small Business Economics. Vol. 15, No. 3, pp. 165-181.en_US
dc.identifier.harvestedMassey_Dark
dc.identifier.harvestedMassey_Dark
dc.identifier.issn0921-898X
dc.identifier.issn1573-0913
dc.identifier.urihttp://hdl.handle.net/10179/9692
dc.language.isoenen_US
dc.publisherKluweren_US
dc.relation.isbasedonSmall Business Economics. Vol. 15, No. 3, pp. 165-181en_US
dc.relation.isformatofhttp://dx.doi.org/10.1023/A:1008113613597en_US
dc.relation.urihttp://www.enterprisingcompetencies.com/uploads/1/5/9/7/15971972/van_gelderen_2000_sbej.pdfen_US
dc.subjectStrategic managementen_US
dc.subjectEntrepreneurshipen_US
dc.subjectUncertaintyen_US
dc.subjectBusiness performanceen_US
dc.subjectSmall business start-upsen_US
dc.subjectStrategic planning
dc.subject.otherFields of Research::340000 Economics::340200 Applied Economicsen_US
dc.titleStrategies, uncertainty and performance of small business startupsen_US
dc.typeJournal Articleen_US
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