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Explorations of Strategic Orientation (SO) Dimensions on Small Firm Growth and the Challenge of Resources

机译：关于小企业成长和资源挑战的战略导向维度的探索

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The strategy-firm growth relationship has been a problematical one for researchers in spite of the significant conceptual, empirical, and theoretical contributions made in this area. While strategy as a broad term signals the maximization of available inputs for a firm, it is the distinctive choices that are available within strategy formulation, termed as Strategic Orientation (SO) by Venkatraman, that has elicited little consensus. The six dimensions of SO construct, as conceptualized by Venkatraman (1989), are analysis, pro-activeness, riskiness, aggressiveness, futurity, and defensiveness. This paper argues that it is the specific SO dimensions or their combinations that contribute to small firm growth depending upon their context rather than the either or approach advanced by Miles & Snow (1978) & Porter (1980) in their strategy type framework. Increasingly, researchers have stressed the need to integrate SO and Resource Based View (RBV) as the choice of resources is an important pre-requisite for small firm growth. At the same time, small firms are resource constrained and SO is a resource consuming orientation which leaves us with the questions: how do resources impact choice of strategy dimensions in small firms? What would enable small firms to create an effective combination of choice of strategy and resources? Key-Words: Strategic Orientation; Small Firm Growth; Resources; Strategy Choice
机译：尽管在这一领域做出了重要的概念，经验和理论上的贡献，但战略与公司之间的增长关系对于研究人员而言仍然是个问题。虽然策略作为一个广义术语表示可以为企业提供最大的投入，但在制定策略时可被Venkatraman称为“战略方向（SO）”的独特选择却很少引起共识。正如Venkatraman（1989）所概念化的那样，SO结构的六个维度是分析，积极性，风险性，进取性，未来性和防御性。本文认为，具体的SO维度或它们的组合取决于小企业的背景，而不是Miles＆Snow（1978）和Porter（1980）在其战略类型框架中提出的方法或方法。研究人员越来越强调，需要将SO和基于资源的视图（RBV）集成在一起，因为资源的选择是小公司成长的重要先决条件。同时，小公司受到资源的限制，SO是一种资源消耗的方向，这使我们面临以下问题：资源如何影响小公司战略维度的选择？什么能使小公司创造战略和资源选择的有效结合？关键词：战略方向小企业成长;资源;策略选择

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