MANAGER’S RELATIONS AND STRATEGIC MANAGEMENT OF SMALL AND MEDIUM ENTERPRISES

Abstract

This paper characterizes the role of interpersonal relations of managers in strategic management of small and medium enterprises (SME), particularly relating to formation, evolution and implementation of their strategic vision. Different authors highlight that this concept is essential to understand strategic management of SME. The empirical research presented in this paper is a multi-case, exploratory and qualitative study. The data was collected mainly through in-depth semi-structured interviews and was processed intra and inter-site qualitative analysis. The sample is composed of eight SME from different sectors. They were chosen by convenience using the technique of theoretical sampling, but respecting some pre-defined criteria. Results corroborate a conceptual model from literature and offer contributions that can provide orientations for new efforts in practice and research about SME. One contribution is the recognition and the description of the strategic conversation process, essential to the development of shared vision in the context of SME directed by management teams. The paper's conclusion presents some future research requirements and some implications of the results on practice.