The majority of previous empirical studies on strategic planning assume that this topic is primarily about growth. Most studies have therefore only focussed on financial or market-related indicators to explain success. What has hardly been included in considerations of success to date is the ability of the company to respond to changes within the relevant corporate environment through strategic change and to adapt strategies and plans accordingly. Companies must continuously generate new competitive advantages and undergo permanent change in order not to fall behind the competition.

Research question:
The aim of the thesis is to answer the question of whether strategic change helps young companies to react more quickly and flexibly to environmental changes and thus to be more successful.

Introductory literature:

• Hussey, D.E. (1992): Editorial, In: Journal of Strategic Change. Vol. 1, No., pp. 1-3.
• Kargar, J.; Parnell, J.A. (1996): Strategic planning emphasis and planning satisfaction in small firms: an empirical investigation, In: Journal of Business Strategies. Vol. 13, No. 1, pp. 42-64.
• Kauffman, S. (1995): The red queen effect, In: The McKinsey Quarterly. Vol. 1, No., pp. 118-129.
• Krüger, W. (2000): Excellence in Change. Paths to strategic renewal. Wiesbaden.
• Parnell, J.A. (1994): Strategic Consistency Versus Flexibility: Does Strategic Change Really Enhance Performance?, In: American Business Review. Vol. 12, No. 2, pp. 22-29.
• Matthews, C.H./Scott, S.G. (1995): Uncertainty and planning in small and entrepreneurial firms: an empirical assessment, In: Journal of Small Business Management. Vol. 33, No. 4, pp. 34-52.
• Nicholls-Nixon, C.K.; Cooper, A.C.; Woo, C.Y. (2000): Strategic experimentation: understanding change and performance in new ventures, In: Journal of Business Venturing. Vol. 15, No. 5, pp. 493-521.
• Shrader, C.B.; Mulford, C.L.; Blackburn, V.L. (1989): Strategic and operational planning, uncertainty, and performance in small firms, In: Journal of Small Business Management. Vol. 27, No. 4, pp. 45-60.

Contact: Dr Sascha Kraus