ABSTRACT

The paper presents an empirical investigation comparing strategic profiles of very large enterprises (VLEs) to small and medium sized firms (SMEs) in the financial services industry, collecting data from a sample of executives at credit unions. In particular, the authors find VLEs to be larger, more structurally integrated, centralized and complex, more market oriented, and to be more aggressive firms in general when compared to SMEs. The VLEs also show higher levels of perceived relative profitability and relative adaptability than SMEs. However, no differences are found between VLEs and SMEs regarding profitability when considering accounting returns. It appears that size is a ...

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