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dc.contributor.authorStave, Marielle Skaar
dc.date.accessioned2015-02-05T10:16:16Z
dc.date.available2015-02-05T10:16:16Z
dc.date.issued2014
dc.identifier.urihttp://hdl.handle.net/11250/275457
dc.description.abstractAlthough small businesses outnumber larger corporations, little focus has been given to such businesses with regards to the performance effect of utilising strategic management tools. This thesis focuses on entrepreneurial businesses in the United Kingdom as it investigates whether use of strategic management tools affects performance. This study employed a quantitative research methodology whereby an electronic survey was sent out to 239 entrepreneurial businesses in the UK. A performance measure was developed for the testing of the hypotheses, and was found to be a reliable measure with strong internal consistency. A statistically significant relationship between use of strategic management tools and performance was found. Four additional hypotheses were developed concerning the effect on performance by use of the Balanced Scorecard, Total Quality Management, the Business Model Canvas and Strategic Benchmarking. Insufficient data on the use of these strategic management tools meant these hypotheses could not be testednb_NO
dc.language.isoengnb_NO
dc.rightsNavngivelse-Ikkekommersiell-IngenBearbeidelse 3.0 Norge*
dc.rights.urihttp://creativecommons.org/licenses/by-nc-nd/3.0/no/*
dc.subjectStrategic managementnb_NO
dc.subjectStrategic management toolsnb_NO
dc.subjectTotal Quality Manegementnb_NO
dc.subjectBusiness Model Canvasnb_NO
dc.subjectStrategic Benchmarkingnb_NO
dc.titleStrategic management tools – Worth the trouble? : An examination of entrepreneurial businesses in the United Kingdomnb_NO
dc.typeMaster thesisnb_NO
dc.subject.nsiVDP::Social science: 200::Economics: 210::Business: 213nb_NO
dc.source.pagenumber96nb_NO


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Navngivelse-Ikkekommersiell-IngenBearbeidelse 3.0 Norge
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