The startups of 14 educational-software companies are investigated from three different perspectives: entrepreneurial, organizational, and ecological. The performance and stages of development of the new firms are viewed from each perspective. The entrepreneurial perspective concentrates on the characteristics and background of the founding individual. The organizational perspective looks at the planning and initial development processes of the firms. The ecological perspective uses the population of firms as a level of analysis and is concerned with the success of the industry as a whole. These three perspectives each contribute significantly to the designing of startups of new organizations.
The paper lays the founahtion for building a dynamic theory of the impact of process innovation upon competitive strategies. An innovation D tracked over two and a half decades to observe changing patterns in competition resulting from ongoing innovation development, emerging complementary technologies, and expanding use. The study finds that the innovation created competitive opportunities and threats for both firms that adopted it and those that did not.
This paper presents an empirically grounded study of the linkages between competitive strategy and manufacturing technology for 20 small manufacturers. It identifies the nature of strategy-technology linkages, the process by which the two align, the market and customer forces driving this alignment, and the consequences of failing to adopt appropriate new technologies. The paper proposes five propositions which are developed into a dynamic stratem-technology linkage model.
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