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The Theory and Practice of Strategic Management in Smaller Rapid Growth Firms

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  • Jeffrey C. Shuman
  • John A. Seeger

Abstract

This article contrasts the theory of strategic planning with actual practice in smaller rapid growth companies. The literature on strategic planning in general and smaller organizations in particular is synthesized into a normative planning structure and framework. The resulting model is then contrasted with actual planning practice within the 500 fastest growing privately held companies (ranked according to percentage of sales increases) in the United States.

Suggested Citation

  • Jeffrey C. Shuman & John A. Seeger, 1986. "The Theory and Practice of Strategic Management in Smaller Rapid Growth Firms," Entrepreneurship Theory and Practice, , vol. 11(1), pages 7-18, July.
    • Handle: RePEc:sae:entthe:v:11:y:1986:i:1:p:7-18
    DOI: 10.1177/104225878601100101
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    References listed on IDEAS

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    1. Richard B. Robinson & John A. Pearce, 1983. "The impact of formalized strategic planning on financial performance in small organizations," Strategic Management Journal, Wiley Blackwell, vol. 4(3), pages 197-207, July.
    2. George H. Rice Jr. & Richard E. Hamilton, 1979. "Decision Theory and the Small Businessman," Entrepreneurship Theory and Practice, , vol. 4(1), pages 1-9, July.
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