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Empirical results demonstrate that strategic management and strategizing of small and medium sized enterprises differ significantly from those of larger firms. The purpose of this paper is to present via a work-in-progress-report first findings of a case study in the manufacturing industry. There we introduced and investigated an intervention method for participatory strategy development and implementation (Ipas). This intervention is aimed to aid SMEs to analyze their organizational and environmental conditions, to formulate and finally to implement corporate or functional strategies. The findings will illustrate an enlargement of strategy process types after the intervention, meaning autocratic guideline was complemented by coexisting strategic planning and strategy projects. Building upon these outlined aspects this paper represents a contribution to the strategic management research with a special focus on SMEs.