Strategic decision-making in small firms is frequently described as being implicit or even as a process characterized by reactive, short-term oriented and incremental behaviour. Managers of small firms lack methods for analysing systematically and explicitly their strategic situation and the potential for future development of their firms. Strategic portfolio analysis could initiate and guide strategic reasoning. The article describes, on the basis of an empirical investigation, the problems and conditions of an application of this method in small firms and formulates proposals for its introduction and use. © 1982.
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