Personal strategies of owners/founders of small business startups are related to performance and to environmental uncertainty. This is done using a longitudinal data set of some 50 Dutch startups. The results suggest a dynamic process between strategy and performance. A discrimination is made between four strategies (reactive, critical point, complete planning and opportunistic). The role of uncertainty is discussed. The dynamic process is embedded in the PERSUADE model.

entrepreneurship, performance, small business startups, strategy, uncertainty
Firm Objectives, Organization, and Behavior: General (jel L20), Business Administration and Business Economics; Marketing; Accounting (jel M), New Firms; Startups (jel M13)
Erasmus Research Institute of Management
hdl.handle.net/1765/26
ERIM Report Series Research in Management
Copyright 2000, M. van Gelderen, M. Frese, R. Thurik, This report in the ERIM Report Series Research in Management is intended as a means to communicate the results of recent research to academic colleagues and other interested parties. All reports are considered as preliminary and subject to possibly major revisions. This applies equally to opinions expressed, theories developed, and data used. Therefore, comments and suggestions are welcome and should be directed to the authors.
Erasmus Research Institute of Management

van Gelderen, A.M, Frese, M, & Thurik, A.R. (2000). Strategies, Uncertainty and Performance of Small Business Startups (No. ERS-2000-18-STR). ERIM Report Series Research in Management. Erasmus Research Institute of Management. Retrieved from http://hdl.handle.net/1765/26