Strategies, Uncertainty and Performance of Small Business Startups

Gelderen, Marco van; Frese, Michael; Thurik, Roy

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Strategies, Uncertainty and Performance of Small Business Startups

ERIM Report Series Reference No. ERS-2000-18-STR

Massey U. College of Business Research Paper No. 24

27 Pages Posted: 26 Aug 2006

See all articles by Marco van Gelderen

Michael Frese

University of Giessen; London Business School

Erasmus University Rotterdam (EUR) - Centre for Advanced Small Business Economics (CASBEC); Montpellier Business School; Erasmus Research Institute of Management (ERIM); EIM Netherlands - Business and Policy Research; Tinbergen Institute

Abstract

Personal strategies of owners/founders of small business startups are related to performance and to environmental uncertainty. This is done using a longitudinal data set of some 50 Dutch startups. The results suggest a dynamic process between strategy and performance.A discrimination is made between four strategies (reactive, critical point, complete planning and opportunistic). The role of uncertainty is discussed. The dynamic process is embedded in the PERSUADE model.

Keywords: strategy, entrepreneurship, uncertainty, performance, small business startups

JEL Classification: M, L20, M13

Suggested Citation: Suggested Citation

Gelderen, Marco van and Frese, Michael and Thurik, Roy and Thurik, Roy, Strategies, Uncertainty and Performance of Small Business Startups. ERIM Report Series Reference No. ERS-2000-18-STR, Massey U. College of Business Research Paper No. 24, Available at SSRN: https://ssrn.com/abstract=370819