![]() Ideas outlined in some of the papers and articles published in the field of strategic smallīusiness management. This paper is a theoretical one, whose aim is to synthesize and systemize the most important Whilst SME strategies largely appear to be about growth and development, theĬorporate sector appears to have spent the last twenty years in a process of sub-division and Large corporations, it is that they seem to be heading in different directions (MacGregor,ġ999). On the other hand, if there is a single difference between the strategies of the SME and the ![]() The conflicting theories stated in the field, appears even further flawed in the SME context. The existing literature on strategic management, whilst being difficult to reconcile in terms of Inexperienced (Lobontiu & Lobontiu, 2001). The transition economies, where SMEs are very predominant and also very young and ![]() Other influencing factors that can be identified in the actual economic context, especially in This situation is a consequence of the serious challenges thatĮxist on the market place, of the unstable balance of the business environment forces and Implementing strategic management in the current activity of the small enterprises hasīecome a stringent necessity. Importance of small and medium-sized enterprises in the economies of most countries. This is certainly justified, in fact essential, if we take into account the Situation has, not too many years ago, turned increasingly to the strategic behaviour of After many years of academic and scientific interest in the strategies of large enterprises, the
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