The evolution of managerial information, control and decision‐making processes in small growth‐oriented service sector businesses: exploratory lessons from four cases of success Available to Purchase

Research into management information, control and decision‐making in small businesses appears on the surface to be contradictory. Some research suggests that small businesses have little management information, poor control and that decision‐making is ad hoc. Other research suggests that small businesses acquire effective information and control through informal means, and that decision‐making can be sophisticated. This research addresses these apparent contradications by conducting a longitudinal, in‐depth exploration of the management information and decision‐making processes in four service sector businesses that have recently broken through the micro‐enterprise barrier. Multiple sources of evidence were used to construct a longitudinal history of information provision and decision‐making in each case. These included taped, oral, accounts of each owner‐manager’s life, focused semi‐structured interview questions and documentary evidence. The quality of the data has allowed a cross case causal network to be constructed which synthesises the evidence. This traces the chains of causality from the informal systems at the start of the businesses through to the later developments of more formal systems. This leads to a consideration of implications for small businesses, practitioners and policy makers.