Analoui, F and Karami, A (2002) How chief executives' perception of the environment impacts on company performance, Journal of Management Development 21(4): 290–305.
Andrews, KR (1971) The concept of corporate strategy, Irwin, Homewood.
Ansoff, HI (1965) Corporate strategy, McGraw-Hill, New York
Barney, J (1991) Firm resources and sustained competitive advantage, Journal of Management 17(1): 99–120.
Beaver, G and Jennings, P (2000) Editorial overview: Small business, entrepreneurship and enterprise development, Strategic Change 9: 397–403.
Bourgeois, LJ and Brodwin, D (1984) Strategic implementation: Five approaches to an elusive phenomenon, Strategic Management Journal 5: 241–264.
Bowen, HP and Wiersema, MF (1999) Matching method to paradigm in strategy research: Limitations of cross-sectional analysis and methodological alternatives, Strategic Management Journal 20: 625–636.
Bracker, JS and Pearson, JN (1985) The impact of consultants on small firm strategic planning, Journal of Small Business Management 23(3): 23–30.
Butler, RJ, Astley, WG, Hickson, DJ, Mallory, G and Wilson, DC (1979) Strategic decision-making: Concepts of content and process, International Studies of Management and Organisation 9(4): 5–36.
Byrne, BM (2001) Structural equation modeling with AMOS: Basic concepts, applications and programming, Lawrence Erlbaum, New Jersey.
Cameron, A and Massey, C (1999) Small business, a New Zealand perspective, Longman, Auckland.
Chen, ML and Hambrick, DC (1995) Speed, stealth, and selective attack: How small firms differ form large firms in competitive behaviour, Academy of Management Journal 38(2): 453–482.
Clark, DN (1997) Strategic management tool usage: a comparative study, Strategic Change 6: 417–427.
Cooper, AC (1979) Strategic management: New ventures and small business, in Schendel, DE and Hofer, CW (Eds), Strategic management: A new view of business policy and planning, pp 316–327, Little Brown, Boston.
Covin, JG and Slevin, DP (1989) Strategic management of small firms in hostile and benign environments, Strategic Management Journal 10: 75–87.
Covin, JG and Slevin, DP (1991) A conceptual model of entrepreneurship as firm behaviour, Entrepreneurship Theory and Practice 16(1): 7–25.
Dess, GG, Lumpkin, GT and Covin, J G (1997) Entrepreneurial strategy making and firm performance: Tests of contingency and configurational models, Strategic Management Journal 18(9): 677–695.
Eden, C and Ackerman, F (1998) Making strategy: The journey of strategic management, Sage London.
Frese, M, Van Gelderen, M and Ombach, M (2000) How to plan as a small scale business owner: Psychological process characteristics of action strategies and success, Journal of Small Business Management 38(2): 1–18.
Frost, FA (2003) The use of strategic tools by small and medium sized enterprises: An Australian study, Strategic Change 12: 49–62.
Gibson, B and Cassar, G (2002) Planning behaviour variables in small firms, Journal of Small Business Management 40(3): 171–186.
Gibson, B and Cassar, G (2005) Longitudinal analysis of relationships between planning and performance in small firms, Small Business Economics 25(3): 207–222.
Ghobadian, A and O'Regan, N (2000) Time to reassess the size criterion for SME classification? An empirical investigation, International Journal of Manufacturing Technology and Management 2(1-7): 879–889.
Gupta, AK and Govindarajan, V (1984) Business unit strategy, managerial characteristics, and business unit effectiveness at strategy implementation, Academy of Management Journal 27: 25–41.
Hair, JF, Anderson, RE, Tatham, RL and Black, WC (1998) Multivariate data analysis, 5th edn. Prentice-Hall, New Jersey.
Hannon, PD and Atherton, A (1996) Small firm success and the art of orienteering: The value of plans, planning, and strategic awareness in the competitive small firm, Journal of Small Business and Enterprise Development 5(2): 102–119.
Harris, S, Forbes, T and Fletcher, M (2000) Taught and enacted strategic approaches in young enterprises, International Journal of Entrepreneurial Behaviour and Research 6(3): 125–144.
Hart, SL (1991) Intentionality and autonomy in strategy-making process: Modes, archetypes, and firm performance, in Shrivastava, P, Huff, A and Dutton, J (Eds) Advances in Strategic Management, 7: 97–127, JAI Press, Greenwich CT.
Hart, SL (1992) An integrative framework for strategy-making processes, Academy of Management Review 17(2): 327–351.
Hart, SL and Banbury, C (1994) How strategy-making processes can make a difference, Strategic Management Journal 15(4): 251–269.
Heracleous, L and DeVoge, S (1998) Bridging the gap of relevance: Strategic management and organisational development, Long Range Planning 31(5): 742–754.
Khandwalla, PN (1976/1977) Some top management styles, their context and performance, Organization and Administrative Sciences 7(4): 21–51.
Lumpkin, GT and Dess, GG (1995) Simplicity as a strategy-making process: The effects of stage of organizational development and environment on performance, Academy of Management Journal 38(5): 1386–1407.
Marsden, A and Forbes, C (2003) Strategic management for small and medium-sized enterprises, in Jones, O and Tilley, F (Eds) Competitive advantage in SMEs: Organising for innovation and change, pp 34–53, Wiley, UK.
Matthews, CH and Scott, SG (1995) Uncertainty and planning in small and entrepreneurial firms: An empirical assessment, Journal of Small Business Management 33(4): 34–52.
McCarthy, B and Leavy, B (1998/1999) The entrepreneur, risk-perception and change over time: A typology approach, IBAR 19/20(1): 126–140.
Miles, RE, Snow, CC and Meyer, AD (1978) Organizational strategy, structure, and process, Academy of Management Review 3(3): 546–562.
Miller, CC and Cardinal, LB (1994) Strategic planning and firm performance: A synthesis of more than two decades of research, Academy of Management Journal 37(6): 1649–1665.
Miller, D and Friesen, PH (1977) Strategy making in context: Ten empirical archetypes, Journal of Management Studies 14: 253–279.
Miller, D and Toulouse, J-M (1986) Strategy, structure, CEO personality and performance in small firms, American Journal of Small Business 10(3): 47–62.
Mintzberg, H (1973) Strategy-making in three modes, California Management Review 6(2): 44–53.
Mintzberg, H and Waters, JA (1985) Of strategies, deliberate and emergent, Strategic Management Journal 6: 257–272.
O'Gorman, C and Doran, R (1999) Mission statements in small and medium-sized businesses, Journal of Small Business Management 37(4): 59–66.
Ogunmokun, GO, Shaw, RN and FitzRoy, PT (1999) Determinants of strategic planning behaviour in small business: An exploratory investigation of small business organizations in Australia, International Journal of Management 16(2): 190–202.
Parnell, JA, Carraher, S and Holt, K (2002) Participative management's influence on effective strategic diffusion, Journal of Business Strategies 19(2): 161–179.
Parnell, JA and Crandall, W (2001) Rethinking participative decision making: A refinement of the propensity for participative decision making scale, Personnel Review 30(5): 523–535.
Pekar, PJ and Abraham, S (1995) Is strategic management living up to its promise? Long Range Planning 28(5): 32–44.
Peters, T J and Waterman, R H (1982) In search of excellence, lessons from America's best-run companies, Warner Books, New York.
Quinn, JB (1978) Strategic change: ‘Logical incrementalism’, Sloan Management Review 7–21.
Quinn, JB (1980) Strategies for change: Logical incrementalism, Irwin, Homewood, IL.
Robinson, RB Jr and Pearce, JA (1983) The impact of formalized strategic planning on financial performance in small organizations, Strategic Management Journal 4: 197–207.
Schwartz, RG and Teach, RD (2000) Research note: Entrepreneurship research: An empirical perspective, Entrepreneurship Theory and Practice 24(3): 77–81.
Shrivastava, P and Grant, JH (1985) Empirically derived models of strategic decision-making processes, Strategic Management Journal 6(2): 97–113.
Van Gelderen, M, Frese, M and Thurik, R (2000) Strategies, uncertainty and performance of small business startups, Small Business Economics 15: 165–181.
Wooldridge, B and Floyd, SW (1990) The strategy process, middle management involvement, and organizational performance, Strategic Management Journal 11(3): 231–241.