DETERMINING PLANNING PROCESS DIFFERENCES FOR GROWTH-ORIENTED NEW VENTURES: A QUALITATIVE ANALYSIS OF HIGH-TECH AND NON HIGH-TECH FIRMS

J B Arbaugh and Donald L Sexton
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J B Arbaugh: University of Wisconsin, USA
Donald L Sexton: The Kauffman Foundation Ohio State University, USA

Journal of Enterprising Culture (JEC), 1994, vol. 02, issue 04, 887-905

Abstract: This paper compares two qualitative studies of growth-oriented firms to identify similarities and propose differences in growth planning processes between high-tech new ventures and other types of new ventures. The comparison suggests that infrastructural preparation for growth is necessary for all types of growth-oriented new ventures. However, the paper proposes that high-tech new ventures must spend more time in environmental analysis than non high-tech new ventures because their external environments change much more rapidly. The paper also proposes that the high-tech firm’s management team conduct strategy implementation as a top-down activity to control scarce financial resources, whereas implementation be delegated to the functional levels in non-high tech firms.

Date: 1994
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DOI: 10.1142/S0218495894000318

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