Abstract
This chapter examines the relationship between the entrepreneur’s vision and the need for strategic planning. It recognises that flexibility is critical in the development of entrepreneurial ventures and that the planning process must be non-linear in nature if it is to be responsive to the opportunities that market or product innovation offer. While the discipline of formal business planning is highly important to the development of a successful venture, the plan is only a manifestation of the business case or model that underlies the venture. The chapter explores the nature of planning and strategy, business model design and offers both a theoretical and applied view of these areas.
Access this chapter
Tax calculation will be finalised at checkout
Purchases are for personal use only
References
Ackelsberg, R., & Arlow, P. (1985). Small businesses do plan and it pays off. Long Range Planning, 18(5), 61–67.
Alvarez, S. A., & Busenitz, L. W. (2001). The entrepreneurship of resource-based theory. Journal of Management, 27(6), 755–775.
Amit, R., & Zott, C. (2001). Value creation in E-business. Strategic Management Journal, 22(6–7), 493–520.
Amit, R., Zott, C., & Pearson, A. (2012). Creating value through business model innovation. MIT Sloan Management Review, 53, 1–15.
Barney, J. B. (1991). Firm resources and sustained competitive advantage. Journal of Management, 17(1), 99–120.
Barney, J. B. (2011). Gaining and sustaining competitive advantage (4th ed.). Harlow: Pearson.
Barney, J. B., & Clark, D. N. (2007). Resource-based theory: creating and sustaining competitive advantage. Oxford: Oxford University Press.
Berman, J. A., Gordon, D. D., & Sussman, G. (1997). A study to determine the benefits small business firms derive from sophisticated planning versus less sophisticated types of planning. Journal of Business and Economics Studies, 3(3), 1–11.
Bhide, A. (1994). How entrepreneurs craft strategies that work. Harvard Business Review, 74(2), 150–161.
Blank, S., & Dorf, B. (2012). The startup owner’s manual: The step-by-step guide for building a great company. BookBaby.
Brinckmann, J., Grichnik, D., & Kapsa, D. (2010). Should entrepreneurs plan or just storm the castle? A meta-analysis on contextual factors impacting the business planning–performance relationship in small firms. Journal of Business Venturing, 25(1), 24–40.
Castrogiovanni, G. J. (1996). Pre-startup planning and the survival of new small businesses: Theoretical linkages. Journal of Management, 22(6), 801–822.
Chesbrough, H., & Rosenbloom, R. S. (2002). The role of the business model in capturing value from innovation: Evidence from Xerox Corporation’s technology spin-off companies. Industrial and Corporate Change, 11(3), 529–555.
Ernst, & Young. (2004). Entrepreneurs’ Barometer 2003–2004. Ernst & Young Australia.
Ferreira, B., Silva, W., Oliveira Jr, E. A., & Conte, T. (2015). Designing personas with empathy map. Paper presented at the SEKE.
Gibson, B., & Cassar, G. (2002). Planning behavior variables in small firms. Journal of Small Business Management, 40(3), 171–186.
Golis, C. (2002). Enterprise and venture capital: A business builder’s and investor’s handbook (4th ed.). Sydney: Allen & Unwin.
Grupp, H., & Maital, S. (2001). Managing new product development and innovation: A microeconomic toolbox. Cheltenham/Northampton: Edward Elgar.
Hall, D. (1992). The hallmarks for successful business: Survival-change-growth. Oxfordshiire: Mercury Books.
Hamel, G., & Prahalad, C. K. (1989). Strategic intent. Harvard Business Review, 63–76.
Heracleous, L. (1998). Strategic thinking or strategic planning? Long Range Planning, 31(3), 481–487.
Holmlund, M., & Törnroos, J.-A. (1997). What are relationships in business networks? Management Decision, 35(4), 304–309.
Honig, B., & Karlsson, T. (2004). Institutional forces and the written business plan. Journal of Management, 30(1), 29–48.
Hrebiniak, L. G. (2006). Obstacles to effective strategy implementation. Organizational Dynamics, 35(1), 12–31.
Jarillo, J. C. (1988). On strategic networks. Strategic Management Journal, 9(1), 31–41.
Johnson, M. W., Christensen, C. C., & Kagermann, H. (2008). Reinventing your business model. Harvard Business Review, 86(12), 50–59.
Kantabutra, S., & Avery, G. C. (2010). The power of vision: Statements that resonate. Journal of Business Strategy, 31(1), 37–45.
Mahadevan, B. (2000). Business models for internet-based E-commerce: An anatomy. California Management Review, 42(4), 55–69.
Mazzarol, T. (2001). Do formal business plans really matter? – A survey of small business owners in Australia. Small Enterprise Research: The Journal of SEAANZ, 9(1), 32–45.
Mazzarol, T. (2015). Strategic thinking and action (UWA Business School Executive Education). Perth: Advanced Management Program, AIM WA.
Mazzarol, T., & Reboud, S. (2009). The strategy of small firms, strategic management and innovation in the small firm. Cheltenham: Edward Elgar Publishing.
Mintzberg, H. (1990). The design school: Reconsidering the basic premises of strategic management. Strategic Management Journal, 11(3), 171–195.
Morris, M., Schindehutte, M., & Allen, J. (2005). The entrepreneur’s business model: Toward a unified perspective. Journal of Business Research, 58(6), 726–735.
Murray, A. (1988). A contingency view of Porter’s generic strategies. Academy of Management Review, 13(3), 390–400.
Olson, P. D., & Bokor, D. W. (1995). Strategy process-content interaction: Effects on growth performance in small, start-up firms. Journal of Small Business Management, 33(1), 34–43.
Osterwalder, A., & Pigneur, Y. (2010). Business model generation: A handbook for visionaries, game changers, and challengers. Wiley.
Osterwalder, A., Pigneur, Y., & Tucci, C. L. (2005). Clarifying business models: Origins, present, and future of the concept. Paper presented at the Communications of AIS, May 2005.
Osterwalder, A., Pigneur, Y., Bernarda, G., & Smith, A. (2015). Value proposition design: How to create products and services customers want. New York: Wiley.
Pearce, J. A., Freeman, E. B., & Robinson, R. B. (1987). The tenuous link between formal strategic planning and financial performance. Academy of Management Review, 12(4), 658–675.
Porter, M. E. (1979). How competitive forces shape strategy (pp. 102–117). Readings: Strategic Planning.
Porter, M. E. (1980). Competitive strategy: Techniques for analyzing industries and competitors. Boston: The Free Press.
Porter, M. E. (1996). What is strategy? Harvard Business Review, 74(6), 61–78.
Porter, M. E. (2008). Competitive advantage: Creating and sustaining superior performance. New York: Free Press.
Posner, B. G. (1985). Real entrepreneurs don’t plan. INC, 7(11), 129–132.
Prahalad, C. K., & Hamel, G. (1990). The Core competence of the corporation. Harvard Business Review, 68(3), 79–91.
Proctor, T. (1997). Establishing a strategic direction: A review. Management Decision, 35(2), 143–154.
Quinn, J. B., & Hilmer, F. G. (1994). Strategic outsourcing. Sloan Management Review, 43–55.
Robinson, R. B., & Pearce, J. A. (1983). The impact of formalized strategic planning on financial performance in small organizations. Strategic Management Journal, 4(3), 197–207.
Robinson, R. B., & Pearce, J. A. (1984). Research thrusts in small firm, strategic planning. Academy of Management Review, 9(1), 128–137.
Robinson, R. B., Pearce, J. A., Vozikis, G. S., & Mescon, T. S. (1984). The relationship between stage of development and small firm planning and performance. Journal of Small Business Management, 22(2), 45–52.
Sahlman, W. A. (1997). How to write a great business plan. Harvard Business Review, 75(4), 98–108.
Schwenk, C. B., & Shrader, C. B. (1993). Effects of formal strategic planning on financial performance in small firms: A meta-analysis. Entrepreneurship: Theory & Practice, 17(3), 53–64.
Sexton, D., & Van Auken, P. (1985). A longitudinal study of small business strategic planning. Journal of Small Business Management, 23(1), 7–16.
Stevenson, H., Grousbeck, H., Roberts, M., & Bhide, A. (2000). New business ventures and the entrepreneur. Boston: Irwin McGraw-Hill.
Sweeney, J. C., & Soutar, G. N. (2001). Consumer perceived value: The development of a multiple item scale. Journal of Retailing, 77(2), 203–220.
Teece, D. J. (2010). Business models, business strategy and innovation. Long Range Planning, 43, 172–194.
Teece, D. J., Pisano, G., & Shuen, A. (1997). Dynamic capabilities and strategic management. Strategic Management Journal, 18(7), 509–533.
Tidd, J. (2001). Innovation management in context: Environment, organization and performance. International Journal of Management Reviews, 3(3), 169–183.
Timmons, J. A. (1999). New venture creation: Entrepreneurship for the 21st century (5th ed.). Boston: McGraw-Hill International Editions.
Trimi, S., & Berbegal-Mirabent, J. (2012). Business model innovation in entrepreneurship. International Entrepreneurship and Management Journal, 8(4), 449–465.
Unni, V. K. (1984). An analysis of entrepreneurial planning. Managerial Planning, 33(1), 51–54.
Upton, N., Teal, E. J., & Felan, J. T. (2001). Strategic and business planning practices of fast growth family firms. Journal of Small Business Management, 39(1), 60–72.
Weick, K. E. (1988). Enacted sensemaking in crisis situations. Journal of Management Studies, 25(4), 305–317.
Author information
Authors and Affiliations
Rights and permissions
Copyright information
© 2020 Springer Nature Singapore Pte Ltd.
About this chapter
Cite this chapter
Mazzarol, T., Reboud, S. (2020). Planning, Business Models and Strategy. In: Entrepreneurship and Innovation. Springer Texts in Business and Economics. Springer, Singapore. https://doi.org/10.1007/978-981-13-9412-6_7
Download citation
DOI: https://doi.org/10.1007/978-981-13-9412-6_7
Published:
Publisher Name: Springer, Singapore
Print ISBN: 978-981-13-9411-9
Online ISBN: 978-981-13-9412-6
eBook Packages: Business and ManagementBusiness and Management (R0)