Managing Growth Transitions: Theoretical Perspectives and Research Directions

Published on Oct 23, 2017
· DOI :10.1002/9781405164214.CH15
J. B. Arbaugh28
Estimated H-index: 28
(UW: University of Wisconsin-Madison),
S. Michael Camp1
Estimated H-index: 1
(Ewing Marion Kauffman Foundation)
  • References (67)
  • Citations (1)
📖 Papers frequently viewed together
231 Citations
402 Citations
78% of Scinapse members use related papers. After signing in, all features are FREE.
#1Sharon F. Matusik (Rice University)H-Index: 12
#2Charles W. L. Hill (UW: University of Washington)H-Index: 42
Contingent work is an increasingly integral part of the world of work, affecting firms' abilities to accumulate knowledge, create value, and establish competitive advantage. Although its growing use reflects a belief that firms can reduce cost structures and increase strategic flexibility, we suggest that in certain contexts, such as dynamic environments, contingent work can be a means of accumulating and creating valuable knowledge. We also discuss implications for other forms of permeable orga...
709 CitationsSource
#1Thomas J. Dean (UT: University of Tennessee)H-Index: 19
#2Robert L. Brown (UW: University of Wyoming)H-Index: 3
Last. Charles E. Bamford (TCU: Texas Christian University)H-Index: 7
view all 3 authors...
Despite growing recognition of some strategic advantages held by small firms, little comparative research has been performed on the advantages and disadvantages accruing to firm size. In order to delineate the differential responses of small and large businesses to their environmental context, we perform a comparative analysis of the impact of industry structural characteristics on the formation of large and small businesses in a large sample of U.S. manufacturing industries from 1977 to 1987. T...
270 CitationsSource
I am grateful to James G. March for the conversations that started this research, to Willie Ocasio, Anjali Sastry, Christine Oliver, three anonymous reviewers for ASQ, and seminar participants at Kobe University and Keio Business School for helpful comments on the paper, and to Linda Johanson for editorial guidance. Research support from Stanford Center for Organizations Research, the Richard D. Irwin Foundation, and the Spencer Foundation is gratefully acknowledged. An earlier version of this p...
690 CitationsSource
#1Brian K. Boyd (ASU: Arizona State University)H-Index: 28
#2Elke Reuning-Elliott (ODU: Old Dominion University)H-Index: 2
While strategic planning is a key concept in management research, there has been little consistency in its conceptualization or measurement. Our review of prior studies also identifies reliability and validity, dimensionality, crude levels of measurement, and lack of parsimony as additional problems associated with prior use of this variable. Such problems substantially limit our ability to compare results across studies, or to make appropriate normative recommendations. We address these concern...
131 CitationsSource
#1Laurence G. Weinzimmer (Bradley University)H-Index: 8
#2Paul C. Nystrom (UWM: University of Wisconsin–Milwaukee)H-Index: 16
Last. Sarah J. Freeman (UWM: University of Wisconsin–Milwaukee)H-Index: 10
view all 3 authors...
Although the literature contains an impressive volume of studies attempting to identify determinants of organizational growth, researchers have recently noted important inconsistencies in findings. They may be explained, in part, by the variety of approaches used to measure growth. Our study provides a critical review of the literature to identify issues regarding the measurement of growth. We examine alternative approaches in order to assess the consequences of using inappropriate measures. Con...
343 CitationsSource
9 CitationsSource
#1David J. Teece (University of California, Berkeley)H-Index: 74
#2Gary P. Pisano (Harvard University)H-Index: 42
Last. Amy Shuen (SJSU: San Jose State University)H-Index: 4
view all 3 authors...
The dynamic capabilities framework analyzes the sources and methods of wealth creation and capture by private enterprise firms operating in environments of rapid technological change. The competitive advantage of firms is seen as resting on distinctive processes (ways of coordinating and combining), shaped by the firm's (specific) asset positions (such as the firm's portfolio of difftcult-to- trade knowledge assets and complementary assets), and the evolution path(s) it has aflopted or inherited...
18k CitationsSource
#1Rebecca Henderson (MIT: Massachusetts Institute of Technology)H-Index: 36
#2Will Mitchell (UM: University of Michigan)H-Index: 50
Despite much debate in the strategy literatures, there is little consensus as to whether organizational capabilities or market competition are more important in shaping firms’ actions and performance. We suspect that simply comparing firm-level and industry-level influences will continue to prove fruitless for two reasons. In the first place, both organization and competition are clearly important in shaping strategy and performance. In the second place, we suspect that the inconclusive nature o...
205 CitationsSource
#1Patricia G. Greene (RU: Rutgers University)H-Index: 6
#2C.G. Brusch (BU: Boston University)H-Index: 49
Last. Terrence Brown (IBS: International Business School, Germany)H-Index: 7
view all 3 authors...
The importance of resources to firms is well documented in theory, texts and empirical studies. Yet, research focuses on acquisition of financial resources, with less attention given to other types. Prescriptions emphasize resource a/location or fit to opportunities, often treating resources in the aggregate without considering unique distinctions in resource types or usage. This paper argues that there are five distinct types of resources applicable to small firms- human, social, organizational...
84 Citations
#1Russell Wayne Coff (WashU: Washington University in St. Louis)H-Index: 20
Resource-based theorists argue that human assets can be a source of sustainable advantage because tacit knowledge and social complexity are hard to imitate. However, these desirable attributes cause dilemmas that may prevent firms from generating an advantage. This article develops a framework for analyzing and coping with these challenges. Although the problem arises from the strategy literature, the solutions are drawn from the organizational behavior, human resource management, human capital,...
728 CitationsSource
Cited By1
Few high-growth firms (HGFs) are able to maintain high-growth over time. The purpose of this paper is to find out why only a small number of firms become persistent HGFs, explicitly focusing on the role of the founding entrepreneur in this process.,Initially, 28 semi-structured interviews were performed with high-growth entrepreneurs to discover why so few founders could become persistent high-growth entrepreneurs. In a second phase, four case studies were conducted to uncover the factors that f...