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Strategic decision making in small businesses: implications for strategic flexibility and strategic adaptation

Research output: Contribution to conference - Without ISBN/ISSN › Abstract › peer-review

Published

Standard

Strategic decision making in small businesses: implications for strategic flexibility and strategic adaptation. / Shepherd, Neil G; Rudd, John; Greenley, Gordon.
2010.

Research output: Contribution to conference - Without ISBN/ISSN › Abstract › peer-review

Harvard

Shepherd, NG, Rudd, J & Greenley, G 2010, 'Strategic decision making in small businesses: implications for strategic flexibility and strategic adaptation'.

APA

Shepherd, N. G., Rudd, J., & Greenley, G. (2010). Strategic decision making in small businesses: implications for strategic flexibility and strategic adaptation.

Vancouver

Shepherd NG, Rudd J, Greenley G. Strategic decision making in small businesses: implications for strategic flexibility and strategic adaptation. 2010.

Author

Shepherd, Neil G ; Rudd, John ; Greenley, Gordon. / Strategic decision making in small businesses : implications for strategic flexibility and strategic adaptation.

Bibtex

@conference{be3b72908ba845b2a7f560a597ca271d,
title = "Strategic decision making in small businesses: implications for strategic flexibility and strategic adaptation",
abstract = "Strategic decision making (SDM) in a small business is an informal, highly personalised cognitive process which is emergent in nature. SDM determines the extent to which decision makers generate innovative decision-making options, and is therefore critical in order for small businesses to achieve strategic flexibility to enable strategic adaptation to turbulent environments. By examining SDM in small businesses, this research has the potential to address a major criticism of the extant literature in that it has been pre-occupied with measuring the formality of strategic planning and has neglected the informal, highly personalised and cognitive nature of strategic decision making in a small businesses.",
author = "Shepherd, {Neil G} and John Rudd and Gordon Greenley",
year = "2010",
month = sep,
day = "12",
language = "English",

}

RIS

TY - CONF

T1 - Strategic decision making in small businesses

T2 - implications for strategic flexibility and strategic adaptation

AU - Shepherd, Neil G

AU - Rudd, John

AU - Greenley, Gordon

PY - 2010/9/12

Y1 - 2010/9/12

N2 - Strategic decision making (SDM) in a small business is an informal, highly personalised cognitive process which is emergent in nature. SDM determines the extent to which decision makers generate innovative decision-making options, and is therefore critical in order for small businesses to achieve strategic flexibility to enable strategic adaptation to turbulent environments. By examining SDM in small businesses, this research has the potential to address a major criticism of the extant literature in that it has been pre-occupied with measuring the formality of strategic planning and has neglected the informal, highly personalised and cognitive nature of strategic decision making in a small businesses.

AB - Strategic decision making (SDM) in a small business is an informal, highly personalised cognitive process which is emergent in nature. SDM determines the extent to which decision makers generate innovative decision-making options, and is therefore critical in order for small businesses to achieve strategic flexibility to enable strategic adaptation to turbulent environments. By examining SDM in small businesses, this research has the potential to address a major criticism of the extant literature in that it has been pre-occupied with measuring the formality of strategic planning and has neglected the informal, highly personalised and cognitive nature of strategic decision making in a small businesses.

UR - https://research.aston.ac.uk/en/publications/75881688-0fc0-46d8-9b90-53c7d61bf8e5

M3 - Abstract

ER -