Turnaround Strategies For Declining Small Business: The Effects Of Performance And Resources
This study explores the choice between growth and retrenchment as turnaround strategies for small business owners experiencing decline in performance. Current theory related to organizational failure describes deterministic and voluntaristic perspectives of strategic choice, but they have not been applied to small business decline. Using the voluntaristic perspective the proposed model suggests choice is contingent on the effects the owner/manager's perceptions of performance and resource availability during a period of decline. Survey data from small government contractors in the U.S. Small Business Administration database are used to test the model. The results indicate these contractors choose growth strategy when their perceptions of resource availability and past financial performance are both high and when both are low, indicating small business owner/managers remain aggressive when faced with adverse conditions.
If you experience problems downloading a file, check if you have the proper application to view it first. In case of further problems read the IDEAS help page. Note that these files are not on the IDEAS site. Please be patient as the files may be large.
As the access to this document is restricted, you may want to look for a different version under "Related research" (further below) or search for a different version of it.
Volume (Year): 10 (2005)
Issue (Month): 03 ()
|Contact details of provider:|| Web page: http://www.worldscinet.com/jde/jde.shtml|
|Order Information:|| Email: |
When requesting a correction, please mention this item's handle: RePEc:wsi:jdexxx:v:10:y:2005:i:03:p:239-252. See general information about how to correct material in RePEc.
For technical questions regarding this item, or to correct its authors, title, abstract, bibliographic or download information, contact: (Tai Tone Lim)
If references are entirely missing, you can add them using this form.