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Strategic approaches in Australian SMEs: Deliberate or emergent?

Published online by Cambridge University Press:  02 February 2015

Retha Wiesner  and
Bruce Millett
Retha Wiesner
Affiliation:
School of Management and Marketing, University of Southern Queensland, Toowoomba, QLD, Australia
Bruce Millett
Affiliation:
School of Management and Marketing, University of Southern Queensland, Toowoomba, QLD, Australia
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Abstract

The aim of this paper is to determine whether Australian SMEs could be characterised as ‘deliberate’ or ‘emergent’ in their strategic approaches. More specifically, surveying 1230 Australian SMEs, this paper focuses on answers to the following questions: What is the nature and prevalence of strategic practices in Australian SMEs? and to what extent does firm size differentiate the patterning and prevalence of strategic practices? The findings add to the little empirical research showing the principal activities and tools that comprise the strategic practices undertaken in Australian SMEs. Overall, and in both small and medium enterprises respectively, strategic thinking and action seem to be undertaken with the use of a framework of a written business plan which is in line with the ‘deliberate’ approach; however few sophisticated strategy making techniques were employed. Researchers and practitioners may find it valuable to develop tools that will naturally suit SME firms so that these tools can be of more value. Academics and tertiary institutions will be well advised to develop strategic management courses which also specifically focus on more emergent approaches designed for smaller firms including specially developed techniques and tools that are less time-consuming and expensive to use and more suited to smaller firms. This would enable SMEs to expand the range of strategy making tools they employ.

Keywords

strategic approachdeliberate strategic approachemergent strategic approachsmall and medium-sized enterprisesAustralia
Type
Research Article
Information
Journal of Management & Organization , Volume 18 , Issue 1 , January 2012 , pp. 98 - 122
Copyright
Copyright © Cambridge University Press and Australian and New Zealand Academy of Management 2012

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