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Profiles of managerial activities in small firms

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  • G. Russell Merz
  • Matthew H. Sauber

Abstract

This paper addresses the contingency issues of managerial activities and reports the results of a study that configures such activities in small firms. In a survey of CEOs and top executives, data on planning, organizing, and controlling activities as well as entrepreneurial orientation and environmental turbulence were collected and used in the development of a taxonomy. Findings demonstrate that (1) small firms can be classified based on perceived differences in strategy, structure, and the environments they face, and (2) they display managerial and structural consistency when faced with similar contextual situations. The taxonomy developed in this study suggests that four distinct configurations describe the managerial profiles among small firms. Each profile and its corresponding contingency characteristics are discussed and managerial and research implications elaborated.

Suggested Citation

  • G. Russell Merz & Matthew H. Sauber, 1995. "Profiles of managerial activities in small firms," Strategic Management Journal, Wiley Blackwell, vol. 16(7), pages 551-564.
    • Handle: RePEc:bla:stratm:v:16:y:1995:i:7:p:551-564
    DOI: 10.1002/smj.4250160705
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