Drivers of performance in small- and medium-sized firms – an empirical study

Many managing directors focus on short-term performance financial related results on the basis that survival can lead to growth and enhanced performance in the longer-term. In addition, managing directors seem to think that financial returns, short-term and long-term performance can be achieved using the same strategic and organisational activities. Arguably this is one of the main reasons why firms have difficulty achieving "performance targets". The authors contend that the consideration of "performance" within an organisational context will overcome this difficulty. This paper develops a systematic framework for the achievement of effective performance. It confirms the close association between strategic planning, organisational culture, leadership and performance and depicts the attributes of each concept associated with performance. Finally, the analysis confirms that high performing firms place a much higher emphasis on strategic planning attributes and have stronger and more defined leadership and culture styles compared with low performing firms.