Pre-start-up formal business plans and post-start-up performance: A study of 116 new ventures

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Nascent Entrepreneurs and Venture Emergence: Opportunity Confidence, Human Capital, and Early Planning (2010, background): “…Liao and Gartner, 2006) and reduces new venture termination (Delmar and Shane, 2003), there is also evidence that business planning has no effect on the successful emergence of a venture (van Gelderen et al., 2005) and that it makes no difference for the success of the venture (Lange et al., 2007).”
The value of business planning before start-up — A decision-theoretical perspective (2012, background): “The completion of the business plan very often coincides with the decision to enter the market (cf. Liao and Gartner, 2006).”
Teaching Entrepreneurship to University Students through Experiential Learning (2013, background): “…hackneyed approach and its effectiveness in influencing both entrepreneurial intent and subsequent business performance is questionable (Honig, 2004; Lange et al, 2007).1 It is detached from the start-up process and therefore ignores the knowledge, skills and aptitude needed to launch and…”