Industry Evolution and Entrepreneurship:<scp>S</scp>teven<scp>K</scp>lepper's Contributions to Industrial Organization, Strategy, Technological Change, and Entrepreneurship

Agarwal, Rajshree; Braguinsky, Serguey

doi:10.1002/sej.1179

Cited by 23 publications

(16 citation statements)

References 107 publications

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“…Shane and Venkataraman (2000) assumed that entrepreneurs are more likely to recognize opportunities where to competitive is advantageous; the information market is there to be exploited and to motivate good forecasts for the future. The industry is changing to a more articulated world looking for nonbarrier patterns to lead entrepreneurship to rapid development based on evolving industrial forces that make the environment understandable to economic actors (Agarwal & Braguinsky, 2015). In developing countries, it is well known that industrial profile is less diversified and more fragmented, as well, the incomplete economic structure does not allow new entrants, and entrepreneurial skills are constrained by specific constraints of industry (Calá, Arauzo-Carod, & Manjón-Antolín, 2015).…”

Section: Theoretical Background and Hypothesesmentioning

confidence: 99%

Effects of Entrepreneurial Orientation on Business Performance: The Mediating Role of Customer Satisfaction—A Formative–Reflective Model Analysis

2019

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This empirical study was aimed at deepening the knowledge of the direct and indirect effects of entrepreneurial orientation (EO) on business performance and how industrial organization (IO) influences EO of micro and small firms from a city in a developing country, using the partial least squares structural equation modeling (PLS-SEM). In this study, the satisfaction of the customers was considered as a mediator variable and the IO as a formative construct. The results show enough evidence that IO positively affects EO; EO positively influences business performance and customer satisfaction (CS); likewise, EO impacts business performance in a positive manner both directly and indirectly through CS. Regarding managerial implications, the study provides knowledge to managers over the processes of shaping strategy and decision making, stressing the importance of both encouraging the development of EO capabilities and focusing efforts on CS to improve business performance.

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Section: Theoretical Background and Hypothesesmentioning

confidence: 99%

Effects of Entrepreneurial Orientation on Business Performance: The Mediating Role of Customer Satisfaction—A Formative–Reflective Model Analysis

2019

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“…While empirical studies support the view that conditions in the parent organisation are an important trigger to spin-off formation, with the inherited organisational knowledge and capabilities of spin-off firms affecting both the initial performance and long-run survival rates of spin-offs, the mechanism of spin-off formation and the genealogical inheritance across spin-offs are still unresolved issues (Agarwal and Braguinsky, 2015).…”

Section: Research Questionmentioning

confidence: 99%

“Opportunistic” spin-offs in the aftermath of an adverse corporate event

Curran

O’Gorman

Egeraat

2016

JSBED

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Purpose -The purpose of this paper is to explore the inter-organisational dynamics, in terms of the triggers to spin-off formation and the genealogical inheritance of spin-offs, between a parent characterised by an adverse event and the spin-offs that emerge. The study focusses on the nature of the triggering event, exploring the heterogeneous nature of the processes by which some spin-offs are formed to exploit new opportunities created unexpectedly by an adverse event, and on the genealogical inheritance that forms the pre-entry experience of the founder. Design/methodology/approach -A case study based on interview data with founders of spin-offs, supplemented with interviews with managers and industry experts, and with secondary data sources. The case study is of the spin-offs from a successful firm, Élan Corporation, reported to be the world's 20th largest drug firm in 2002, that experienced an adverse event in 2002. The Élan case offers the opportunity to focus exclusively on what Buenstorf (2009) refers to as necessity spin-offs. Prior to collecting data it was necessary to identify the population of spin-offs from Élan. Findings -This study extends existing research by identifying "opportunistic spin-offs": spin-offs that occur in the wake of an adverse event where the entrepreneur exploits an unexpected opportunity to engage in entrepreneurship but does not feel compelled to establish the spin-off. These spin-offs are characterised by "unexpected opportunities", "opportunistic acquisition of assets" and, perhaps reflecting the seniority and experience of those involved, "alternative employment opportunities". Originality/value -Understanding the process of spin-off formation is important because it provides insight into how and why individuals initiate new ventures. Spin-offs are an important source of new firms and an important mechanism in the process of industry evolution. The study contributes to the literature on spin-offs by providing evidence of the heterogeneous nature of spin-offs that occur in the aftermath of an adverse event, leading to the classification of some spin-offs as "opportunistic spin-offs". The study contributes to the entrepreneurship literature by demonstrating that an important trigger for venture creation is unexpected changes in an individual's employment circumstances.

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“…In Klepper's view, the perceived benefits of clustering stemmed directly from firm heritage while clustering in itself did not provide benefits to local firms. Doing so, Klepper challenged standard theory which he somewhat ironically described as the 'not-so-wellfounded beliefs' about agglomeration economies (Agarwal and Braguinsky 2014).…”

Section: Industry Clustering: Marshall Versus Kleppermentioning

confidence: 99%

“…Besides an effect on entry, they also found an effect on survival: firms that entered in the same region and same industry had higher survival rates when hiring former colleagues and workers from the same industry and the same region. These findings of Carias and Klepper (2010) led Agarwal and Braguinsky (2014) to conclude that "… pooling of labour resources may … be caused not so much by general external effects available to all firms in clusters, but by a targeted mechanism through which founders of new firms hire their former colleagues for the superior knowledge they possess" (p. 23).…”

Section: Some Unresolved Issuesmentioning

confidence: 99%

Do spinoff dynamics or agglomeration externalities drive industry clustering? A reappraisal of Steven Klepper’s work

Boschma

2015

Ind Corp Change

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Klepper's theory of industry clustering based on organizational reproduction and inheritance through spinoffs challenged the Marshallian view on industry clustering. The paper provides an assessment of Klepper's theoretical and empirical work on industry clustering. We explore how 'new' his spinoff theory on industry clustering was, and we investigate the impact of Klepper's theory on the economic geography community. Klepper's work has inspired especially recent literature on regional branching that argues that new industries grow out of and recombine capabilities from local related industries. Finally, the paper discusses what questions on industry location are still left open or in need of more evidence in the context of Klepper's theory.

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Industry Evolution and Entrepreneurship:StevenKlepper's Contributions to Industrial Organization, Strategy, Technological Change, and Entrepreneurship

Cited by 23 publications

References 107 publications

Effects of Entrepreneurial Orientation on Business Performance: The Mediating Role of Customer Satisfaction—A Formative–Reflective Model Analysis

Effects of Entrepreneurial Orientation on Business Performance: The Mediating Role of Customer Satisfaction—A Formative–Reflective Model Analysis

“Opportunistic” spin-offs in the aftermath of an adverse corporate event

Do spinoff dynamics or agglomeration externalities drive industry clustering? A reappraisal of Steven Klepper’s work

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