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Rachel Kidney, Brian Harney and Colm O’Gorman

resource constrained and lack managerial capabilities. Early adoption of new technologies, management systems, and structural reorganising to support growth is more prevalent in HGSMEs ( Arbaugh and Camp, 2000 ; Davila et al., 2010 ; Julien, 2000 ). This infrastructure eliminates inefficiencies and co-ordinates resources to enable smooth transition through complex growth periods ( Davila et al., 2010 ; Mazzarol et al., 2009 ). HGSMEs also stand apart from other firms in their resourcefulness and ability to improvise. Growth-oriented firms tend to acquire resources

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Brendan McSweeney, Donna Brown and Stravroula Iliopoulou

(unchanging); (4) shared; (5) coherent (contradiction-free); 4 See Smelser (1992) for a critique of the notion of a culture as coherent. (6) identifiable from answers to self-response questions; (7) depicable and rankable as ‘dimensions’ derived from the mean scores and ranking of those answers ( McSweeney, 2002a ; Taras and Steel, 2009 ). Each of these postulates, the consequent exclusion of other possible cultural and non-cultural influences, and the neglect of sub-national differences and changes have all been extensively critiqued ( Duncan 1980 ; Bock 1999