Influences on Strategic Planning Processes among Irish SMEs

By P. Gibbons, Tony O'connor. 2005

182 citations recorded by the source corpus.

Subfields: Accounting, Management of Technology and Innovation, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/a90d75d86a9b60de9a8745cd8bf4558f62fe9b82

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Accounting

1. Richard B. Carter
2. Mehmet Demirbag
3. Ekrem Tatoğlu
4. Selim Zaim
5. K. Glaister
6. Howard E. Van Auken
7. Bo Bernhard Nielsen

In Management of Technology and Innovation

1. Mehmet Demirbag
2. Richard B. Carter
3. Elizabeth Walker
4. Selim Zaim
5. K. Glaister
6. Howard E. Van Auken

In Strategy and Management

1. Mehmet Demirbag
2. Richard B. Carter
3. Ekrem Tatoğlu
4. K. Glaister
5. Howard E. Van Auken
6. Bo Bernhard Nielsen

Citations in the corpus

• A CAUSAL ANALYSIS OF FORMAL STRATEGIC PLANNING AND FIRM PERFORMANCE: EVIDENCE FROM AN EMERGING COUNTRY (2008, background): “Similarly, in a later study, Gibbons and O’Connor (2005) found that firms with organic structures tended to adopt a strategy formation process that is incremental and emergent, while firms with mechanistic structures were more likely to adopt a strategy formation process that is formal and…”
• Small Firm Bankruptcy (2006, background): “CARTER AND VAN AUKEN 495 (1)Interestingly, Gibbons and O’Connor (2005) found that entrepreneurial firms were more likely”
• Explaining the lack of strategic planning in SMEs: The importance of owner motivation (2007, background): “…planning are also more likely to be those enterprises that are more innovative, that have more newly patented products, that employ new process and management technologies, and that achieve international growth (Upton, Teal & Felan 2001; Beaver & Prince 2002; Stewart 2002; Gibbons & O'Connor 2005).”