000			02025nam a22002537a 4500
003			ZW-GwMSU
005			20241128063514.0
008			241128b |||||||| |||| 00| 0 eng d
022			_a03128962
040			_aMSU _bEnglish _cMSU _erda
050	0	0	_aHD31 AUS
100	1		_aBlackmore, Karen _eauthor
245	1	0	_aVerifying the Miles and Snow strategy types in Australian small- and medium-size enterprises/ _ccreated by Karen Blackmore and Keith Nesbitt
264	1		_aLos Angeles : _bSage, _c2013.
336			_2rdacontent _atext _btxt
337			_2rdamedia _aunmediated _bn
338			_2rdacarrier _avolume _bnc
440			_aAustralian journal of management _vVolume 38, number 1
520	3		_aIn this paper we set out to verify the existence of Miles and Snow strategy types in Australian small- and medium-size enterprises (SMEs) through objective classification. Australian SMEs, in particular, are interesting as they are reported to have some unique characteristics, with as many as 70% following a low growth or life-style pathway. While numerous empirical studies have been conducted to validate the existence and characteristics of the Miles and Snow strategy types in different domains for both larger and smaller enterprises, these studies typically rely on a subjective, ‘self-typing’ approach. In this study we employ a more objective approach by identifying measures from existing survey data that capture the strategic dimensions proposed by Miles and Snow. We use these objective measures in a K-means cluster analysis to identify four different strategic groups. Three of the groups correspond to the three ‘viable’ Miles and Snow strategy types of Defender, Prospector and Analyser; however, we also identify a ‘Static’ strategy type that constitutes 42% of SMEs in the sample.
650			_aCluster analysis _vMiles and Snow _xSmall- and medium-size enterprises _zAustralia
700	1		_aNesbitt, Keith _eco author
856			_uhttps://doi.org/10.1177/0312896212444692
942			_2lcc _cJA
999			_c168428 _d168428