The Relationship between Environmental Dynamism and Small Firm Structure, Strategy, and Performance

AbstractThis study describes the organization structures, strategic postures, business practices, and performance levels of small firms in stable and dynamic environments. Results suggest that environmental dynamism impacts the strategies chosen by small firms and moderates the relationships between organization structure, strategic posture, and firm performance. Additional informationNotes on contributorsMorgan P. MilesMorgan P. Miles (D.B.A. Mississippi State University) is senior research associate at the University of Cambridge's Judge Institute of Management Studies and professor of marketing, Georgia Southern University. His research interests include corporate entrepreneurship and corporate venturing.Jeffrey G. CovinJeffrey G. Covin (Ph.D. University of Pittsburgh) holds the Samual and Pauline Glabinger professorship of entrepreneurship at Indiana University, Bloomington. His research interests include the strategic use of corporate entrepreneurship, decision-making styles that promote firm performance, and competitive strategy among high-tech firms.Michael B. HeeleyMichael B. Heeley, (Ph.D. University of Washington) is an assistant professor of management-at Rice University. His research interest focus on firm innovation and strategy.