企業成長的限制主要來自於管理限制。管理限制包含：管理者的心力限制、管理者能力的限制、以及管理資源補充的限制。本研究從管理者心力限制的角度，主張不同企業之管理者心力耗損程度不同，進而對企業成長的影響也有所差異。本研究以台灣349家上市(櫃)製造業為樣本，檢驗管理者心力耗損程度對企業成長之影響。本研究主張制度協調例規與人際協調例規發展較成熟之企業，管理者心力耗損於溝通協調的程度較低，企業的管理者愈能保持充沛的心力進行企業擴張規劃而持續成長。同時，當企業處理環境不確定性的經驗累積突破一定門檻，企業發展的經驗原則愈能節省管理者資訊搜尋、處理的心力，管理者因此愈能將有限心力用於規劃企業的擴張活動，企業成長愈不會受到限制。

Managerial limitations constitute the primary internal constraint on the growth of a firm.Managerial limitations include managerial-capacity constraints, managerial-capability limitations, and managerial-supplement limitations. From the perspective of managerial-capacity constraints, we argue that the use of managerial capacities is diverse across firms and that managerial limitations imposed on growth are thus heterogeneous. Using a sample of 349 manufacturers in Taiwan, this study examines the effects of the use of managerial capacities on the growth of a firm. We propose that firms with a well-established set of program-coordinated routines and feedback-coordinated routines are more likely to economize the application of managerial capacities to authoritative communications than firms lacking such routines. Hence, firms can save unused managerial capacities for growth planning and avoid impediments to firm growth. In addition, firms that develop heuristics or rules to manage uncertainties are more likely than firms lacking such uncertainty-management tools to save managerial capacities regarding information collection and processing. Thus, managers will have more capacity for growth planning.