In this paper, we argue that much of the small business strategic management literature has drawn too heavily from work done on large, established firms. We build upon the notions of the liabilities of smallness and newness to discuss how microenterprises and very new firms are different in regards to their strategic analysis, strategic content, strategic resources, and strategic processes. We note that there are a number of important and non-obvious questions that need to be asked that have implications for the most common firms in the world, those that are very small.
- Strategy; Microfirms; Small business; Entrepreneurial orientation
Available at: http://works.bepress.com/robert_nason/19/