Abstract
This paper compares two qualitative studies of growth-oriented firms to identify similarities and propose differences in growth planning processes between high-tech new ventures and other types of new ventures. The comparison suggests that infrastructural preparation for growth is necessary for all types of growth-oriented new ventures. However, the paper proposes that high-tech new ventures must spend more time in environmental analysis than non high-tech new ventures because their external environments change much more rapidly. The paper also proposes that the high-tech firm’s management team conduct strategy implementation as a top-down activity to control scarce financial resources, whereas implementation be delegated to the functional levels in non-high tech firms.
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