Measuring organizational growth: Issues, consequences and guidelines

Building an integrative model of small business growth

“…These measures include, for example, growth of sales, employees, assets, profit, equity, and others (for a discussion see Davidsson and Wiklund 2000;Weinzimmer et al 1998). Moreover, the time span, over which growth is analyzed in the literature, varies considerably, and ranges from one to several years.…”

“…These measures capture the two most often used indicators (sales and employee growth). Moreover, it has been claimed that multiple growth indicators give richer information, and thus, are better than single indicators (Birley and Westhead 1990;Weinzimmer et al 1998). Growth in terms of sales and employment was calculated as the relative change in size from 1996 to 1999 in all businesses controlled by the respondent.…”

Pecking order and debt capacity considerations for high-growth companies seeking financing

“…First, we use different growth concepts, such as sales, employees, total assets, cash flow and added value. The use of different concepts gives richer information and is therefore better than the use of a single indicator (Weinzimmer et al 1998). Second, we use both absolute and relative growth measures following Davidsson and Wiklund (1999).…”

The Effects of Separating Ownership and Control on the Performance of Retail Stores in Southern Zimbabwe

“…Sales reflects financial performance outcome because they indicate successful achievements of expected returns over a given period of time. Growth is a good measure of retail business because it is a dynamic measure of change overtime which indicates the firm interacting with the environment (Weinzimner 1998). Growth also symbolises survival of an organization and the ability of the organisation to increase the number of outlets amid challenges, linked to growth is the store size or the trading floor space.…”