Refine
Year of publication
Document Type
- Book (10)
- Article (reviewed) (5)
- Article (unreviewed) (2)
- Part of a Book (1)
- Conference Proceeding (1)
- Contribution to a Periodical (1)
- Working Paper (1)
Conference Type
- Konferenzartikel (1)
Is part of the Bibliography
- yes (21) (remove)
Keywords
- Management (21) (remove)
Institute
Open Access
- Open Access (4)
- Closed Access (3)
- Closed (1)
Many SMEs are still faced with the problematic fact that their corporate structures and processes are not designed for efficient development and market positioning and there is a lack of appropriate methods and tools. SMEs are often inefficiently targeted to the internal or external demands for services. The following key questions are answered in this article: 1) Which studies are available in terms of strategic planning in young SMEs? 2) Which aspects should be considered in the implementation and control of these instruments?
The increased complexity and dynamics of the business environment and the problems of a young organization are treated extensively in the literature [Bleicher 2002, p. 34; Malik 1996, p. 86; Ulrich/Probst 1990, p. 23ff; Gomez 1999, p. 65]. This complexity is the core of the leadership role in a company [Malik 1996, p. 184]. STÜTTGEN (1999, p. 8) states in this regard: "A satisfactory answer to the question, according to which patterns complex social systems are to be designed to meet the proliferating environmental complexity facing an adequate intrinsic complexity of the company can be, in this context, a critical success factor for management." How can young SMEs solve strategic problems with service engineering in their companies?