Advancing Firm Growth Research: A Focus on Growth Mode Instead of Growth Rate

McKelvie, Alexander; Wiklund, Johan

doi:10.1111/j.1540-6520.2010.00375.x

Cited by 442 publications

(398 citation statements)

References 117 publications

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“…Wright and Stigliani (2012) have associated this with the failure to view growth as a process. McKelvie and Wiklund (2010), on the other hand, describe it as the impatience of researchers to study the "how" part of growth. Nonetheless, few studies have shown the importance of tailoring growth situations with strategies.…”

Section: Smes Growth Strategiesmentioning

confidence: 99%

Munificence contingent small business growth model (special emphasis to African SMEs’ context)

Alemayehu

Vuuren

2017

Journal of Small Business & Entrepreneurship

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Classifications:B. Functional management and growth of an SME; C. Strategic management and change in an SME; Factors of success and failure in SME and entrepreneurial firms; Growth of SMEs; Managing change in an uncertain and changing environment Abstract:Despite the growth in number and kind of research emphasizing small and medium-sized enterprises (SMEs), little is known about the relationship between drivers and modes of SMEs' growth. To address this gap, the paper systematically analyzes the relationship between growth drivers and strategies based on the dynamic resource-based view and proposes munificence contingent growth model. The authors argue that the selection of growth strategy should base on firm's resource and environmental munificence settings. Firms can select either organic or inorganic growth strategies based on the abundance or scarcity of certain resources and the accommodative capacity of the economic environment. When the economic environment comes with attractive opportunities SMEs tend to cooperate with other firms either through collaborative framework or diversification strategies. Conversely, when they are faced with very competitive market conditions and the resource availability is limited bootstrapping strategies found to be helpful to maintain competitiveness and thrive. Subsequently, as the resource muscle of the firm develops through bootstrapping strategies SMEs are expected to employ expansion strategies.

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Section: Smes Growth Strategiesmentioning

confidence: 99%

Munificence contingent small business growth model (special emphasis to African SMEs’ context)

Alemayehu

Vuuren

2017

Journal of Small Business & Entrepreneurship

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“…In order to avoid such a magnifying effect and following previous research (e.g., Florin, Lubatkin, and Schulze 2003;McDougall et al 1994), we measured sales growth as mean growth rate between two different points in time (Delmar 1997), using a three-year time span. Although such an approach might smooth out irregularities in a firm's growth pattern (for a discussion of this issue, see Delmar, Davidsson, and Gartner 2003;McKelvie and Wiklund 2010), given that our study encompasses crosssectional data, we considered the use of mean sales growth as more appropriate than the use of absolute yearly sales volume because some of the independent variables might logically correlate highly with sales volume (such as size of the exchange partner), but not with absolute sales growth.…”

Section: Dependent Variablementioning

confidence: 99%

Vertical Coopetition and the Sales Growth of Young and Small Firms

Lechner

Soppe²,

Dowling³

2014

Journal of Small Business Management

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“…before adequately providing answers to the question 'how' ". 12 The samples examined in this research invariably concentrate on "growth" companies. For example, Barringer et al (2005) conducted a "quantitative content analysis of the narrative descriptions of 50 rapid-growth firms and a comparison group of 50 slow-growth companies."…”

Section: Early-stage Company Growth Drivers/determinantsmentioning

confidence: 99%

The rise and fall of startups: Creation and destruction of revenue and jobs by young companies

Dávila¹,

Foster

et al. 2014

Australian Journal of Management

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Using a large multi-country multi-industry sample of over 158,000 companies, the earlystage company sector is documented to have sizable destruction of revenues and jobs and as well as sizable gross creation of revenues and jobs. The creation aspect has captured the dominant attention of researchers, commentators, and policy makers. Destruction, despite its large magnitude, has long been a backwater of research and most commentary on this sector. Destruction is not simply non-growth but rather prior growth that is subsequently reversed. This paper analyzes creation and destruction evidence across 10 different countries and across eight different major industry groups. Yearly growth/decline rates using revenues and headcount for Years 2 to 5 are analyzed. In each of the three growth years examined there are large amounts of destruction as well as creation simultaneously occurring. For example, in Year 5 gross revenue destruction is 34% of gross revenue creation whilst gross job destruction is 65% of gross job

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Advancing Firm Growth Research: A Focus on Growth Mode Instead of Growth Rate

Cited by 442 publications

References 117 publications

Munificence contingent small business growth model (special emphasis to African SMEs’ context)

Munificence contingent small business growth model (special emphasis to African SMEs’ context)

Vertical Coopetition and the Sales Growth of Young and Small Firms

The rise and fall of startups: Creation and destruction of revenue and jobs by young companies

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