| Small business leaders often possess strong operational skills; however, many lack a sense of strategic expertise. The purpose of this qualitative case study was to identify how small business leaders strategically adapted to the changing economy of a Pennsylvania region in areas such as strategy, allocation of time, and alteration of value chain activities. Leaders can engage in strategy without adding cumbersome formal processes and expensive bureaucracy. Based on the Compact Big Business model and theory, small business leaders should ask themselves questions relevant to the contextual environment regarding strategy development and execution to improve results. Data collection involved face-to-face, semistructured interviews of 20 small business leaders in a Pennsylvania region. Analysis of transcripts involved coding data using key word identification. Themes emerged regarding small business leaders' strategic and adaptive approaches, comprising (a) the importance of choosing and executing a specific strategy; (b) the tendency to address strategy informally; and (c) the reluctance to alter practices, processes, and plans in changing environments. Recommendations for enhanced small business leadership focus include strategic leadership, networking, environmental scanning and analysis, marketing, and innovation to support improved long-term strategy making and sustainability planning for businesses, communities, and local governments. Findings from this study engender positive social change by providing impetus for stakeholders in the Pennsylvania region to consider how to improve planning processes and investments to ensure a long-term, viable, sustainable, and healthy economy after the gas industry activity recedes. |
