Abstract:This paper explores what we know and bow we think about firm performance, firm and industry evolution, and economic growth. It reports empirical findings from a new literature that focuses explicitly on individual business units. In contrast to traditional empirical studies of competition and economic growth that examine aggregate economic variables such as industry or regional productivity, this new work concentrates on differences in the behavior of firms and their business units. The results emerging from t… Show more
“…With regards to various indicators of efficiency (in primis, labour productivity) as Jensen and McGuckin (1997) note, an increasing number of studies highlights a pervasive heterogeneity in firms' and plants' characteristics both cross-sectionally and over time 10 .…”
Section: Determinants Of Corporate Performancesmentioning
The capability-based view of the firm is based on the assumption that firms know how to do things. Assuming the existence of a thing called `organizational knowledge', in the first part of the paper we identify its main building blocks and we provide a description of its inner structure. This results in an analysis of the relationships among key concepts like organizational routines, organizational competencies and skills. In the second part, we consider some empirical implications of the adoption of a capability-based view of the firm in dealing with issues like horizontal and vertical boundaries of the firm, innovation and corporate performance. Some implications for strategic management are also discussed.
“…With regards to various indicators of efficiency (in primis, labour productivity) as Jensen and McGuckin (1997) note, an increasing number of studies highlights a pervasive heterogeneity in firms' and plants' characteristics both cross-sectionally and over time 10 .…”
Section: Determinants Of Corporate Performancesmentioning
The capability-based view of the firm is based on the assumption that firms know how to do things. Assuming the existence of a thing called `organizational knowledge', in the first part of the paper we identify its main building blocks and we provide a description of its inner structure. This results in an analysis of the relationships among key concepts like organizational routines, organizational competencies and skills. In the second part, we consider some empirical implications of the adoption of a capability-based view of the firm in dealing with issues like horizontal and vertical boundaries of the firm, innovation and corporate performance. Some implications for strategic management are also discussed.
“…Come as it may, on overwhelming evidence concerning both labour productivity and TFP and at all levels of disaggregation suggest widespread differences in production efficiency across firms and across plants which tend to be persistent over time: see, among others, Nelson (1981), Baily et al (1992), Baldwin (1995), Bartelsman and Doms (2000), Jensen and McGuckin (1997), Power (1998), Rumelt (1991).…”
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