What is it about?
The purpose of this paper is to create a better understanding of the strategic management behavior of top managers in small, fast‐growing manufacturing firms.
Why is it important?
Managers in small, fast‐growing manufacturing firms are engaged in many different activities. However, a few activities tend to take the majority of their time. These activities are either operational (for instance, activities related to production, marketing and sales) or administrative (for instance, activities related to the firms’ personnel and to financial issues).
The following have contributed to this page: Dr Joakim Tell
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