Beyond the Formal-Informal Dichotomy of Small Firm Strategy-Making in Stable and Dynamic Environments
研究了320家小企业，发现非正式战略制定方法（内部参与、外部参与和集中决策）对创业型和保守型企业在不同环境下的绩效有不同影响，挑战了传统的正式-非正式二分法。
Strategy-making assists small firms in managing change and uncertainty by developing suitable strategic options. We move beyond the conventional formal-informal dichotomy to show how three informal approachesinternal participation, external participation, and centralized strategy-makinghelp both entrepreneurial firms and conservative firms to navigate more or less dynamic environments. In an empirical study of 320 small firms, we find that participation during strategy-making relates positively to performance whereas centralization only matters for conservative firms in stable environments. In dynamic environments, better performance in entrepreneurial firms is associated with all three approaches. Our findings highlight the importance of viewing strategy-making in small firms as multifaceted and context specific.