Dynamics of organizational communities and technological bandwagons: an empirical investigation of community evolution in the microprocessor market

Article Abstract:

The market success of a technology or design depends on its ability to gain organizational support. It is thus important to determine the rate at which competing technologies achieve organizational support. Six hypotheses are tested and supported: that the rate at which communities generate second source support initially increases as the number of second sources in the community increases, that second source entry into a focal community rises as the number of other communities initially goes up, that the entry rate of second sources into the community goes down as the number of second sources supporting other communities rise, that RISC-technology-based communities garner higher rates of second source entry than others, that the entry rate of second sources into a community rises as the community's dominance improves, and that the rate at which a community gains second source support increases as the time it takes a community to innovate again decreases.

Semiconductors and related devices, Semiconductor and Related Device Manufacturing, Microprocessor Chips, Analysis, Innovations, CPUs (Central processing units), Microprocessors, Technological innovations, Interorganizational relations, Technology transfer

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Differences in large and small firm responses to environmental context: strategic implications from a comparative analysis of business formations

Article Abstract:

Further studies are needed on the subject of the comparative strategic benefits of small and large firm size. To advance this area of research, a study differentiated the responses of small and large businesses to their environments. Specifically, this study examined the relative effect of industry structural characteristics on large and small business formations. Hypotheses were tested using data collected from a large sample of manufacturing industries covering 1977 to 1987. Findings revealed major differences in how small and large business formations react to their industry environments. Moreover, small and large businesses have different resources and capabilities that enable them to thrive in different environmental contexts. Finally, small businesses are able to deal with barriers, which larger firms find more difficult to overcome, and to more easily take advantage of specific industry opportunities.

Small Business, Planning, Business planning, Big business, Strategic planning (Business)

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Follow the small? Information-revealing adoption bandwagons when observers expect larger firms to benefit from adoption

Article Abstract:

Smaller adopters have a greater sway on upcoming adoption tendency because observers infer better that adoption will be profitable for their own organization. It is found that unconventional information sources restrain the effect of smaller adopters.

Science & research, Influence, Organizational behavior, Organizational behaviour, Report

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