Planning behavior variables in small firms

Journal of Small Business Management

Volumn 40, Issue 3, 2002, Pages 171-186

  Gibson, Brian ^a   Cassar, Gavin ^b  

^a UNIVERSITY OF NEWCASTLE   (Australia)

^b UNIVERSITY OF CALIFORNIA   (United States)

Author keywords

[No Author keywords available]

Indexed keywords

EID: 0035995083     PISSN: 00472778     EISSN: None     Source Type: Journal    
DOI: 10.1111/1540-627x.00049     Document Type: Article

References (22)

1. A study to determine the benefits small business firms derive from sophisticated planning versus less sophisticated types of planning
2. Planning and financial performance of small mature firms
3. Small firms' use of financial leverage: Evidence from the 1993 national survey of small business finances
4. Organizational characteristics and small firms' performance revisited
5. Strategic decision processes: Comprehensiveness and performance in an industry with an unstable environment
6. Reappraising the link between 'best practice' and performance in small firms: A research note
7. Strategic planning practices in small enterprises in Queensland
8. Antecedents and consequences of strategic planning in small business: An empirical study
9. Uncertainty and planning in small and entrepreneurial firms: An empirical assessment
10. Strategy-making in three modes
11. Review of business programs
12. Beyond the entrepreneur: Planning as the organization grows
13. The role of planning in small firms: Empirical evidence from a service industry
14. The importance of 'outsiders' in small firm strategic planning
15. Research thrusts in small firm strategic planning
16. The relationship between planning sophistication and performance in small businesses
17. Effects of formal strategic planning on financial performance in small firms: A meta-analysis
18. The theory and practice of strategic management in smaller rapid growth firms