Should entrepreneurs plan or just storm the castle? A meta-analysis on contextual factors impacting the business planning–performance relationship in small firms

The Causes of Early-Stage Entrepreneurial Discontinuance

“…In the only longitudinal Czech study to date, Lukeš and Zouhar (2013) found that nascent entrepreneurs engaged in business planning were less likely to discontinue their entrepreneurial activity. This fi nding was also confi rmed by meta-analysis done by Brinckmann, Grichnik and Kapsa (2010) concluding that planning is benefi cial, however, contextual factors may signifi cantly limit the relationship.…”

“…During the start-up process information becomes available about customer needs, customer willingness to pay, intensity of competition, resource availability, and even about own actual abilities to develop particular venture. Nascent entrepreneurs gain real-world experiences, learn and reevaluate opportunities they pursue and so can persist with those that remain attractive and abandon those that lack probability of success (Dimov, 2010;Brinckmann, Grichnik, Kapsa, 2010). And even the exit can be interpreted positively as the entrepreneur was able to fail cheap, learn something and test the opportunity with reasonable costs incurred.…”

Effectuation and Causation as the Mediators of the Relationship between Cultural Value Orientations and New Venture Performance

“…Существует широ-кий круг свидетельств того, что все упомя-нутые инструменты положительно влия ют на результаты деятельности фирм, а биз-нес-планирование дополнительно способ-ствует более эффективному использованию ресурсов, повышению легитимности фир-мы и скорости принятия решений (см., напр. : [Brinckmann, Grichnik, Kapsa, 2010;Capon, Farley, Hulbert, 1994;Delmar, Shane, 2003;2004;Nadkarni, Narayanan, 2007]). Кроме того, в работе [Brinckmann, Grichnik, Kapsa, 2010] было доказано, что про-цесс планирования и наличие написанного бизнес-плана ведут к повышению резуль-тативности новых фирм.…”

“…: [Brinckmann, Grichnik, Kapsa, 2010;Capon, Farley, Hulbert, 1994;Delmar, Shane, 2003;2004;Nadkarni, Narayanan, 2007]). Кроме того, в работе [Brinckmann, Grichnik, Kapsa, 2010] было доказано, что про-цесс планирования и наличие написанного бизнес-плана ведут к повышению резуль-тативности новых фирм. Таким образом, с учетом представленных аргументов мож-но выдвинуть следующую гипотезу.…”

Entrepreneurship as Elixir and Mutagen

“…Entrepreneurs, defined as those who create organizations, tend to earn less but work more than they would have done as employees (Shane, 2008;Carter, 2011). Furthermore, although planning has been found to improve the survival rate of entrepreneurial ventures, the merits of planning are debated (Brinckmann, Grichnik, & Kapsa, 2010), and a recent study following 623 nascent entrepreneurs during a six-year period "found no evidence that planning activities supported enterprise development" (Honig & Samuelsson, 2012, p. 381). Nevertheless, even if some entrepreneurs have the ability to identify opportunities (Shane & Venkataraman, 2000) and to plan for their exploitation, they are still constrained by other parties, such as partners, colleagues, customers and investors (Davidsson, Hunter, & Klofsten, 2006;Sarasvathy & Dew, 2005;Latour, 1996) and tend to improvise.…”