Strategic and operational planning attitudinal changes and the survival and growth of business start‐ups revisited

Abstract

The outcome of this research is twofold. First of all, it gives the reader insight in the evolution of the main activities, and the growth pattern of two groups of surviving small and medium enterprise start‐ups: at the one hand “Vlerick”‐starters who have enjoyed management training at the Centre of SMEs at De Vlerick School voor Management (Belgium), and at the other hand a group of “Others” who have not. Second, some of the research findings reveal clear evidence for the relationship between entrepreneurial characteristics and managerial techniques, planning skills and the business growth pattern of the enterprises of both groups. Even so, certain combinations pointing towards the likely catalysing effect of management training on growth‐related entrepreneurial and managerial attitudes and towards the influence of those attitudinal differences on planning skills and the enterprise growth pattern were identified. Throughout the paper explanatory value of interrelations between : sets of entrepreneurial and managerial qualifications; planning attitudes; and business survival and growth rates of starting SMEs is sufficiently established.

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