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Research thrusts in small firm strategic planning
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The tenuous link between formal strategic planning and financial performance
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84989052656
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Sensemaking and sensegiving in strategic change initiation
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The design school: reconsidering the basic premises of strategic management
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84951724617
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SBA (1997) http://www.sba.gov/starting/business plan.html.
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An investigation into the prevalence of planning in small business
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84951724618
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11 October, I3650
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Business Week (1999) One Iota, 11 October, I3650, p.6.
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One Iota
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Business Week1
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Managing innovation: controlled chaos
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Harvard Business Review
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Evaluating strategic planning systems
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Strategic awareness, personal commitment and the process of planning the small business
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Effects of strategic planning on financial performance in small firms: a meta-analysis
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Spring
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Schwenk, C.R. and Shrader, C.B. (1993) ‘Effects of strategic planning on financial performance in small firms: a meta-analysis’, Entrepreneurship Theory and Practice, Spring, Vol. 17, No. 3, pp.53–65.
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Schwenk, C.R.1
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30
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84951724619
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This is an important issue: better performing firms may generate greater internal resources for planning
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This is an important issue: better performing firms may generate greater internal resources for planning.
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31
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0038466365
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Strategic planning for the small business
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Scarborough, N.M. and Zimmerman, T.W. (1987) ‘Strategic planning for the small business’, Business, Vol. 2, No. 2, pp.11–19.
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Scarborough, N.M.1
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Executive scanning and perceived uncertainty: a multi dimensional model
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Small businesses do plan and it pays off
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34
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Does planning pay? The effects of planning on success of acquisition in American firms
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Ansoff, H.I., Anver, J., Brandenburg, R., Portner, F. and Radosevich, R. (1970) ‘Does planning pay? The effects of planning on success of acquisition in American firms’, Long Range Planning, Vol. 3, No. 2, pp.2–7.
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84989026759
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Planning and financial performance amongst small firms in a growth industry
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Bracker, J., Keats, B. and Pearson, J. (1988) ‘Planning and financial performance amongst small firms in a growth industry’, Strategic Management Journal, Vol. 9, pp.591–603.
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Planning and financial performance in small mature firms
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The impact of comprehensive planning on financial performance
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Paper Presented at the Babson Entrepreneurship Conference
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Woo, C.Y., Cooper, A.C., Dunkelberg, W.C., Daellenbach, U. and Dennis, W.J. (1989) ‘Determinants of growth for small and large entrepreneurial start-ups’, Paper Presented at the Babson Entrepreneurship Conference.
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Determinants of growth for small and large entrepreneurial start-ups
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Woo, C.Y.1
Cooper, A.C.2
Dunkelberg, W.C.3
Daellenbach, U.4
Dennis, W.J.5
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40
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0005435442
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Informal venture capital: a study of the investment process, the post-experience and investment performance
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June
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Mason, C. and Harrison, T.R. (1996) ‘Informal venture capital: a study of the investment process, the post-experience and investment performance’, Entrepreneurship and Regional Development, No. 2, vol. 8, June, pp.105–125.
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The entrepreneurial society in practice
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M. Cowling (Ed.) Routledge, London
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42
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Acting as if: differentiating entrepreneurial from organizing behaviour, entrepreneurship
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Gartner, W.B., Bird, B.J. and Starr, J.A. (1992) ‘Acting as if: differentiating entrepreneurial from organizing behaviour, entrepreneurship’, Theory and Practice, Vol. 16, No. 3, pp.15–28.
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Gartner, W.B.1
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45
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If planning is everything, maybe it’s nothing
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Wildavsky, A. (1973) ‘If planning is everything, maybe it’s nothing’, Policy Sciences, Vol. 4, No. 2, pp.127–153.
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Policy Sciences
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Strategic and operational planning attitudinal changes and the survival and growth of business start-ups revisited
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Schamp, T. and Deschoolmeester, D. (1998) ‘Strategic and operational planning attitudinal changes and the survival and growth of business start-ups revisited’, International Journal of Entrepreneurial Behaviour and Research, Vol. 4, No. 2, p.141—177.
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Schamp, T.1
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47
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84993110547
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The business plan – a 21st century dinosaur?
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H. Klandt, Muller-Boling (Eds.)
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Atherton, A. and Hannon, P. (1996) ‘The business plan – a 21st century dinosaur?’, in H. Klandt, Muller-Boling (Eds.) IntEnt 1995 Proceedings, p.22.
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IntEnt 1995 Proceedings
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Atherton, A.1
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48
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0001784159
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Small firm training and competitiveness, building on the small firm as a learning organisation
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Gibb, A.A. (1997) ‘Small firm training and competitiveness, building on the small firm as a learning organisation’, International Small Business Journal, Vol. 15, No. 3, pp.13–30.
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International Small Business Journal
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Gibb, A.A.1
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49
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0001108971
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Strategic planning in small high tech companies
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Berry, M. (1998) ‘Strategic planning in small high tech companies’, Long Range Planning, Vol. 31, No.3, pp.455–467.
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(1998)
Long Range Planning
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Berry, M.1
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50
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84951724622
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This relationship was reversed in a paper by Atkins and Lowe [51] in which they argue that a definition of ‘small firms’ can in practice be linked to their planning sophistication
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This relationship was reversed in a paper by Atkins and Lowe [51] in which they argue that a definition of ‘small firms’ can in practice be linked to their planning sophistication.
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51
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79959282629
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Sizing up the small firm: UK and Australian experience
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April-June
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Atkins, M.H. and Lowe J.F. (1997)’Sizing up the small firm: UK and Australian experience’, International Small Business Journal, April-June, Vol. 15, No. 3.
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Atkins, M.H.1
Lowe, J.F.2
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Strategies for start-ups
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Smith, J. (1998) ‘Strategies for start-ups’, Journal of Long Range Planning, Vol. 31, No. 6, pp.857–858.
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Journal of Long Range Planning
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Smith, J.1
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54
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Strategy vs tactics from a venture capitalist
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in W.A. Sahlman and H.H. Stevenson Harvard Business School, Boston
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Rock, A. (1992) ‘Strategy vs tactics from a venture capitalist’, in W.A. Sahlman and H.H. Stevenson, The New Venture, Harvard Business School, Boston.
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Strategy as options on the future
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Williamson, P.J.1
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Metaphors and mental models
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Hill, R.C. and Levenhagen, M. (1995) ‘Metaphors and mental models’, Journal of Management, Vol. 21, No.6, pp.1057–1075.
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Hill, R.C.1
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60
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The contributions of Chester Bernard to strategic management theory
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McMahon, D. and Carr, J.C. (1999) ‘The contributions of Chester Bernard to strategic management theory’, Journal of Management History, Vol. 5, No. 5, pp.228–240.
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McMahon, D.1
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Choice and determinism: a comment
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Bedeian, A.G.1
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The dominant logic: a new linkage between diversity and performance
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Prahalad, C.K. and Bettis, R.A. (1986) ‘The dominant logic: a new linkage between diversity and performance’, Strategic Management Journal, Vol. 7, pp.485–501.
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Prahalad, C.K.1
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0002774441
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Top management teams and organisational renewal
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Hurst, D.K., Rush, J.C. and White, R.E. (1989) ‘Top management teams and organisational renewal’, Strategic Management Journal, No. 10, pp.87–105.
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The contributions of Chester Bernard to strategic management theory
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cited in D. McMahon and J.C. Carr (1999)
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Barnard, C.1
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Top management teams and organisational renewal
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67
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0000214042
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How senior mangers think
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Isenberg, D.J. (1984) ‘How senior mangers think’, Harvard Business Review, November- December, p.81–90.
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Isenberg, D.J.1
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69
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0001784159
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Small firms’ training and competitiveness. building on the small business as a learning organisation
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Gibb, A.A. (1997) ‘Small firms’ training and competitiveness. building on the small business as a learning organisation’, International Small Business Journal, Vol. 15, No. 3, Issue No. 59, pp.13–29.
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Gibb, A.A.1
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Cable television was not, at this time a new phenomenon, however. Narrowband cable networks had been established as early as early as the 1970s primarily in areas where the offair reception of terrestrial television channels (BBC1/2, ITV, Ch4) was poor. Improvements in television reception technology have diminished the demand for this type of service. Licensing arrangements for these narrowband cable networks varied; some (such as those in Thanet, Herne Bay and Faversham) permitted telephony services whilst others (such as Hull) did not. Some licences were renewable but some smaller networks (such as Salford) did not require licences and may continue indefinitely
-
Cable television was not, at this time a new phenomenon, however. Narrowband cable networks had been established as early as early as the 1970s primarily in areas where the offair reception of terrestrial television channels (BBC1/2, ITV, Ch4) was poor. Improvements in television reception technology have diminished the demand for this type of service. Licensing arrangements for these narrowband cable networks varied; some (such as those in Thanet, Herne Bay and Faversham) permitted telephony services whilst others (such as Hull) did not. Some licences were renewable but some smaller networks (such as Salford) did not require licences and may continue indefinitely.
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72
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These were BT and ATandC (a subsidiary of Time Inc.) who held 20% of shares each; the remaining shareholding was split amongst 42 other shareholders
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These were BT and ATandC (a subsidiary of Time Inc.) who held 20% of shares each; the remaining shareholding was split amongst 42 other shareholders.
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73
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This cost would, of course, be substantially higher in a non-urban environment
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This cost would, of course, be substantially higher in a non-urban environment.
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74
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84951724628
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The poor financial performance may, of course, have been partly due to a lack of local programming
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The poor financial performance may, of course, have been partly due to a lack of local programming.
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75
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84951724629
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Industry sources suggest that the UK telecommunications market was, by the mid to late 1980s, more competitive and less regulated than the US market where deregulation started much later
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Industry sources suggest that the UK telecommunications market was, by the mid to late 1980s, more competitive and less regulated than the US market where deregulation started much later.
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76
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84951724630
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This analysis focuses on choice rather than economics. For the viewer, there is only a low initial cost of entry to viewing cable TV if it is available but there is a much higher cost of entry to satellite systems – a dish and decoding equipment is needed but may be provided at a subsidised price. Not all premises are suitable for the installation of satellite dishes (flats in high-rise blocks, for example, or buildings where planning controls prevent their installation)
-
This analysis focuses on choice rather than economics. For the viewer, there is only a low initial cost of entry to viewing cable TV if it is available but there is a much higher cost of entry to satellite systems – a dish and decoding equipment is needed but may be provided at a subsidised price. Not all premises are suitable for the installation of satellite dishes (flats in high-rise blocks, for example, or buildings where planning controls prevent their installation).
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77
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84951724631
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This was sold in April 1996 to KPN Kabel UK Holding BV, a subsidiary of the Dutch Group KPN
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This was sold in April 1996 to KPN Kabel UK Holding BV, a subsidiary of the Dutch Group KPN.
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78
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84951724632
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The proportion of customers disconnecting each year; many disconnections occur during the summer period when TV viewing drops. In a number of recent years this has approached or exceeded 30%
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The proportion of customers disconnecting each year; many disconnections occur during the summer period when TV viewing drops. In a number of recent years this has approached or exceeded 30%.
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79
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84951724633
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Investments included ones in Christian Dior, Marie Brizard, Hermes, Allied Domecq and Le Creuset. The net assets at take-over were worth £6.6 million
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Investments included ones in Christian Dior, Marie Brizard, Hermes, Allied Domecq and Le Creuset. The net assets at take-over were worth £6.6 million.
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80
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84951724634
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This company provides an ‘aggregation service’ which manages national and international telephone calls on behalf of customers and routes calls based on lowest cost call routing principles
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This company provides an ‘aggregation service’ which manages national and international telephone calls on behalf of customers and routes calls based on lowest cost call routing principles.
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81
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84951724635
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One of the reasons that it can offer low rates is that calls between any two customers are switched internally within the system and do not rely at all on any system provided by thirdparty operators such as BT or Scottish Telecomm
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One of the reasons that it can offer low rates is that calls between any two customers are switched internally within the system and do not rely at all on any system provided by third- party operators such as BT or Scottish Telecomm.
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85
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17644414229
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Butterworth-Heinemann, Oxford
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Campbell, D., Stonehouse, G. and Houston, B. (1999) Business Strategy: An Introduction, Butterworth-Heinemann, Oxford.
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(1999)
Business Strategy: An Introduction
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Campbell, D.1
Stonehouse, G.2
Houston, B.3
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87
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84989104427
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Chief executive scanning, environmental characteristics and company performance: an empirical study
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Daft, R.L., Sormunen, J. and Parks, D. (1988) ‘Chief executive scanning, environmental characteristics and company performance: an empirical study’, Strategic Management Journal, Vol. 9, pp.123–139.
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Strategic Management Journal
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Daft, R.L.1
Sormunen, J.2
Parks, D.3
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88
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0001380781
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Characteristics of organisational environments and perceived environmental uncertainty
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Duncan, R.B. (1972) ‘Characteristics of organisational environments and perceived environmental uncertainty’, Administrative Science Quarterly, No. 17, pp.313–327.
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Administrative Science Quarterly
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, pp. 313-327
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Duncan, R.B.1
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89
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84993034427
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The role of education and training in small and medium enterprises in Europe: creating an agenda for action
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