An empirical analysis of organizational strategies by entrepreneurial high-technology firms
Article Abstract:
Two-hundred seventy-eight firms involved in marketing new biotechnology innovations were identified from a 1986 fact book produced by PaineWebber and were then used to determine what factors encourage firms to enter into cooperative relationships with corporations to promote new innovations in biotechnology. Research results indicate that the likelihood of a firm entering into a cooperative relationship is correlated positively with how the firm compares competitively with its rivals. 'Follower' firms are more likely to enter cooperative relationships compared to 'leader' firms. Research results also indicate that the size of a company is negatively correlated with the use of cooperative arrangements. Additionally, research results indicate that the most common cooperative agreements to commercialize new products in foreign locales are based on the organizational model of cooperative agreements.
Publication Name: Strategic Management Journal
Subject: Business
ISSN: 0143-2095
Year: 1990
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Founding strategy and performance: a comparison of high and low growth high tech firms
Article Abstract:
An analysis of performance and strategic planning in 42 high technology firms was conducted to determine why some high technology firms businesses expand quickly while other firms do not. Research results reveal support for the idea that entrepreneurs often found companies and make strategic decisions which are related to firms where entrepreneurs gained their experience. An extension of this finding is that high growth companies are more likely than low growth companies to have products, services, or technologies that are connected to firms where founders gained experience. Research results also indicate that high growth businesses are started by larger work teams. Additionally, results indicate that rapidly expanding firms have a more fixed market/product direction compared to firms which are expanding slowly.
Publication Name: Strategic Management Journal
Subject: Business
ISSN: 0143-2095
Year: 1990
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Spin-off performance: a case of overstated expectations?
Article Abstract:
A divestiture is considered to be a spin-off if a parent company transfers all the common stock it owns in a controlled subsidiary to its stockholders. The newly created independent company is the spin-off business. Research was undertaken to examine the peformance of spin-offs using data from a sample of 51 spin-offs belonging to the nonfinancial sector. Contrary to the results of past research, the present study found no improvements in the performance of participating divested units in terms of return on assets, sales growth and market-to-book ratio. This finding was true both in the cases of spin-offs related to their parent companies and those that were unrelated unrelated to the divesting firms.
Publication Name: Strategic Management Journal
Subject: Business
ISSN: 0143-2095
Year: 1992
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