UNDERSTANDING SMALL BUSINESS STRATEGY: A GROUNDED THEORY STUDY ON SMALL FIRMS IN THE E.U. STATE OF MALTA

The common argument for the small business is that there simply is no strategy; that small businesses react heuristically to events, guided by the whims and passions of the owner-manager. Strategy, however, can be looked at from a behavioural perspective, as opposed to the more normative strategic planning schools that small firms rarely abide by. This concept of strategy as 'behaviour' encompasses the actions of the owner-manager, the context of the small firm, and the consequences of the actions taken. It looks at strategy as part deliberate and part emergent, allowing for the inclusion of both external influences and internal decision making. Grounded theory research on small firms in Malta has in fact shown strategy to be a dynamic phenomenon, one that can be viewed as a set of defined pathways between identifiable life cycle states. The paper shall outline the research findings that have identified five distinct patterns of small firm strategic behaviour, each with its own unique trajectory and performance implications. Understanding which strategic pathway a small firm belongs to allows for a comprehensive insight into the firm's competitive behaviour, and a prediction of the consequences of that behaviour.