Relation of dominant problems to stages of growth in technology-bases new ventures
Article Abstract:
Two studies investigating the growth patterns of new ventures are presented. In the first study, a stage-of-growth model theorized to apply specifically to technology-based new ventures was developed from two cases. Stages are described as a configuration of organizational design variables representing a firm's response to the sets of dominant problems it faces at sequential times. The second study explored relationships between stages of growth and a theorized pattern of dominant problems using a data base of 105 firms. Partial support emerged for the link between dominant problems and stages of growth. (Reprinted by permission of the publisher.)
Publication Name: Academy of Management Journal
Subject: Business, general
ISSN: 0001-4273
Year: 1988
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Shareholder value creation during R&D innovation and commercialization stages
Article Abstract:
We examined the impact on the market value of firms' stock of announcements about R&D projects made in the innovation and commercialization stages of the R&D process. Technology- and market-related variables were tested as predictors of the wealth impact of R&D announcements. Our analysis indicates that the stage of the R&D process moderates the relationship between the wealth effects and technology and market variables. The former are more important than market variables in the innovation stage, and both are important during commercialization. (Reprinted by permission of the publisher.)
Publication Name: Academy of Management Journal
Subject: Business, general
ISSN: 0001-4273
Year: 1995
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Working abroad, working with others: how firms learn to operate international joint ventures
Article Abstract:
Successful international joint ventures entail both learning to operate across national boundaries and learning to cooperate. Hypotheses grounded in organizational learning theory were tested with event-history analysis and data on 1,493 expansions of 25 large Dutch firms between 1966 and 1994. Experience with domestic joint ventures and with international wholly owned subsidiaries contributed to the longevity of international joint ventures, but prior experience with international joint ventures did not. (Reprinted by permission of the publisher.)
Publication Name: Academy of Management Journal
Subject: Business, general
ISSN: 0001-4273
Year: 1997
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