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Driving blind: Strategic decisionmaking in small companies · Study

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ArticleDriving blind: Strategic decisionmaking in small companies

Keith D. Brouthers1998

Article1998

Driving blind: Strategic decisionmaking in small companies

Keith D. Brouthers · Floris Andriessen · Igor Nicolaes

190 citations·0/0 files stored·Long Range Planning

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Organizational Management and Leadership Management and Organizational Studies Leadership, Behavior, and Decision-Making Studies

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References

1980Competitive Strategy: Techniques for Analyzing Industries and Competitors 1984Upper Echelons: The Organization as a Reflection of Its Top Managers 1978Organizational Strategy, Structure, and Process 1978The External Control of Organizations.1978Organizational Strategy, Structure, and Process 1976The Structure of "Unstructured" Decision Processes 1988POLITICS OF STRATEGIC DECISION MAKING IN HIGH-VELOCITY ENVIRONMENTS: TOWARD A MIDRANGE THEORY.1988Strategic Decision Processes in High Velocity Environments: Four Cases in the Microcomputer Industry

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2009Corporate sustainability and innovation in SMEs: Evidence of themes and activities in practice 2006Strategic decision‐making: Process perspectives 2006Strategy-Process Research: What Have We Learned and What Is Still to Be Explored 2007Influences on strategic decision effectiveness: Development and test of an integrative model 2013The development of SME managerial practice for effective performance management

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Year1998

Typearticle

Published1998-02-01

VenueLong Range Planning

ISSN-L0024-6301

Languageen

Citations190

Files0 public / 0

ShelfOrganizational Management and Leadership

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doi10.1016/s0024-6301(97)00099-x

openalex_workW2090989835

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2000

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2005Co-alignment in the resource–performance relationship: strategy as mediator

2007Explaining the lack of strategic planning in SMEs: The importance of owner motivation