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Determining Planning Process Differences For Growth-Oriented New Ventures: A Qualitative Analysis Of High-Tech And Non High-Tech Firms

Author

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  • J B ARBAUGH

    (University of Wisconsin, USA)

  • DONALD L SEXTON

    (The Kauffman Foundation Ohio State University, USA)

Abstract

This paper compares two qualitative studies of growth-oriented firms to identify similarities and propose differences in growth planning processes between high-tech new ventures and other types of new ventures. The comparison suggests that infrastructural preparation for growth is necessary for all types of growth-oriented new ventures. However, the paper proposes that high-tech new ventures must spend more time in environmental analysis than non high-tech new ventures because their external environments change much more rapidly. The paper also proposes that the high-tech firm’s management team conduct strategy implementation as a top-down activity to control scarce financial resources, whereas implementation be delegated to the functional levels in non-high tech firms.

Suggested Citation

  • J B Arbaugh & Donald L Sexton, 1994. "Determining Planning Process Differences For Growth-Oriented New Ventures: A Qualitative Analysis Of High-Tech And Non High-Tech Firms," Journal of Enterprising Culture (JEC), World Scientific Publishing Co. Pte. Ltd., vol. 2(04), pages 887-905.
    • Handle: RePEc:wsi:jecxxx:v:02:y:1994:i:04:n:s0218495894000318
    DOI: 10.1142/S0218495894000318
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