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Planung ohne Businessplan? Junge Unternehmen im Spannungsfeld zwischen normativem Druck und strategischem Handeln

Junge Unternehmen im Spannungsfeld zwischen normativem Druck und strategischem Handeln

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Zusammenfassung

Ob ein Businessplan den Entstehungsprozess eines jungen Unternehmens vorantreibt oder gar behindert, ist eine der am kontroversesten diskutierten Fragen in der Gründungsforschung. Dieser Beitrag geht über die Differenzierung zwischen der Unternehmensplanung als Aktivität und dem Businessplan als formales Ergebnis hinaus und präsentiert einen Ansatz, der an den Lebenszyklus entstehender Unternehmen angepasst ist. Dabei wird diskutiert, welche Planungswerkzeuge für die jeweilige Lebenszyklusphase am zutreffendsten sind. Hierdurch soll ein gangbarer Kompromiss für die Betrachtung einer Unternehmensplanung im Spannungsfeld zwischen dem externen, normativen Druck und dem dynamischen, strategischen Handeln geschaffen werden.

Dr. Alexander Becker | Dieser Beitrag ist eine überarbeitete Version eines Kapitels meiner Dissertation „Factual and interpersonal aspects influencing an integrative multi-stage new venture creation process model“ an der Technischen Universität Berlin | alexanderbecker@mac.com.

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    Dr. Alexander Becker

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    Harald Pechlaner

  2. Zentrum für Entrepreneurship, Katholische Universität Eichstätt-Ingolstadt, Eichstätt, Germany

    Xenia-Isabel Poppe

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Becker, A. (2017). Planung ohne Businessplan? Junge Unternehmen im Spannungsfeld zwischen normativem Druck und strategischem Handeln. In: Pechlaner, H., Poppe, XI. (eds) Crowd Entrepreneurship. Springer Gabler, Wiesbaden. https://doi.org/10.1007/978-3-658-17031-8_5

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