Research Paper – Entrepreneurial Strategy Matrix
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TABLE OF CONTENTS
Title Page
Table of Contents
List of Figures
Abstract
The Problem and Its Background
Introduction
Background of the Study
Theoretical Framework
Conceptual Framework
Research Paradigm
Statement of the Problem
Objectives
Hypotheses
Significance of the Study
. Definition of Terms
Review of Related Literature Studies
Related Literature
Foreign
Local
Related Studies
Foreign
Local
Relevance of the Related Literature and Studies
to the Present Study
Research Methodology
Research Design
Population and Sampling
Research Instruments
3.4.1.
Preparation
3.4.2.
Validation
Data Gathering Procedure
Presentation and Analysis of Data
Findings, Conclusions, and Recommendations
Bibliography
Appendix
LIST OF FIGURES
ABSTRACT
This descriptive study of 100 small firms identified strategies most frequently used by their managers. These strategies were identified using the Entrepreneurial Strategy Matrix, a situational model in which the identification of levels of innovation and risk lead to prescriptions of appropriate strategies. Concurrently, this model was empirically tested and its validity supported. Of the strategies used, the five most common were: “work to create a competitive advantage,” “maintain innovation,” “lower the costs of developing and/or maintaining ones venture,” “defend product/service as it is now,” and “create a first mover advantage.” In addition, there were no differences between the use of strategies by entrepreneurs in service and manufacturing industries.
CHAPTER 1 – THE PROBLEM AND ITS BACKGROUND
1.1 INTRODUCTION
There is a comprehensive body of literature on strategic planning (Porter 1996), the effects of strategic planning on performance (Veliyath and Shortell 1993), and the effects of strategic planning on small business performance (Covin and Slevin 1991; Watts and Ormbsy 1990). Much of the research on the effects of strategic planning on small business performance focuses on comparing differences between those that conduct formal planning and those that do not (Robinson and Pearce 1983). However, this study found no empirical investigations that focus on non-formal small