• Simon Bridge
  • Ken O’Neill
  • Stan Cromie


The last chapter considered the growth of small businesses because much small business policy and support has been focused on them in particular, in order primarily to gain the employment benefits their growth brings. Growth in the early stages of a small business can be seen as a natural extension of its original formation, and at least to some extent it requires the same sense of venture, of initiative and of opportunity. However, once a business reaches a steady state then a different attitude can prevail. After a period of little significant change, management effort increasingly goes into maintaining the status quo, and change becomes something to be resisted or avoided. Yet in a dynamic business environment, where competition is severe and where market developments present new opportunities, to stand still is to court regression.1


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Notes and References

  1. 1.
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    See W. G. Biemans, Managing Innovation Within Networks (London: Routledge, 1993) for a discussion on networks and innovation.Google Scholar
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    C. Alter and J. Hage, Organisations Working Together (Newbury Park, California: Sage, 1993).Google Scholar
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Copyright information

© Simon Bridge, Ken O’Neill and Stan Cromie 1998

Authors and Affiliations

  • Simon Bridge
    • 1
  • Ken O’Neill
    • 1
  • Stan Cromie
    • 1
  1. 1.BelfastUK

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