Longitudinal Analysis of Relationships between Planning and Performance in Small Firms
By B. Gibson, Gavin Cassar. 2005
161 citations recorded by the source corpus.
Subfields: Economics and Econometrics, Management of Technology and Innovation, Organizational Behavior and Human Resource Management
View Paper: https://www.semanticscholar.org/paper/a867d7e6422815fa3558a7d25e41b061d29010bb
How researchers see this paper
The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.
In Economics and Econometrics
In Management of Technology and Innovation
- Sascha Kraus
- J. Padmore
- Mike Simpson
- Nicki Newman
- Elizabeth Walker
- Rainer Harms
- Erich J. Schwarz
- Domingo Enrique Ribeiro-Soriano
In Organizational Behavior and Human Resource Management
- Sascha Kraus
- J. Padmore
- Mike Simpson
- Nicki Newman
- Rainer Harms
- Domingo Enrique Ribeiro-Soriano
- Miriam Schüssler
Citations in the corpus
- Strategic planning in smaller enterprises – new empirical findings (2006, result): “, 1989), and several other studies did not find a relationship at all (French et al., 2004; Gable and Topol, 1987; Gibson and Cassar, 2005; Robinson, 1983; Sexton and Van Auken, 1985).”
- Towards a new model of success and performance in SMEs (2012, background): “The collection of “objective” financial information using self-report surveys is no more straightforward as financial definitions are often open to interpretation by respondents and self reported measures may not be directly comparable between companies (Gibson and Cassar, 2005).”
- Explaining the lack of strategic planning in SMEs: The importance of owner motivation (2007, background): “For example, SMEs that engage in strategic planning (compared to those that do not) are more likely to be those that achieve higher sales growth, higher returns on assets, higher margins on profit and higher employee growth (Bracker, Keats & Pearson 1988; Berman et al. 1997; Carland & Carland 2003; ”