Performance Differentials between Diversifying Entrants and Entrepreneurial Start-Ups: A Complexity Approach

Ganco, Martin; Agarwal, Rajshree

doi:10.2139/ssrn.1027904

Cited by 56 publications

(96 citation statements)

References 66 publications

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“…Stinchcombe (1965) noted that new organizations are imprinted with characteristics that fit the specific environment in which they were founded. Therefore the internal and external characteristics at founding have long term effects on the development, survival, and performance of new ventures (Ganco and Agarwal 2009). …”

Section: The Development Of University Spin-off Venturesmentioning

confidence: 99%

How can universities facilitate academic spin-offs? An entrepreneurial competency perspective

2015

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Some universities are successfully involved in creating and developing new high-growth technology businesses while others struggle to do so. Clearly, the characteristics of the university and its environment are important, but explain only part of this variation. We explore how universities can promote new research-based businesses by suggesting that the nature of the support supplied depends on the demands of the spin-off firms. Adopting a demand side perspective, we seek to understand the challenges faced by new technology businesses and hence identify how universities can assist their start-up and development.From the academic entrepreneurship literature, we derive how universities can supply support for the development of firm competencies either directly or indirectly. The paper nuances the common conception of a university as one uniform entity in relation to spin-offs, and assesses the literature including all levels within the university, from central university administration, TTO, department, research group, scientist, and students.

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Section: The Development Of University Spin-off Venturesmentioning

confidence: 99%

How can universities facilitate academic spin-offs? An entrepreneurial competency perspective

2015

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“…Despite extant theoretical and empirical studies taking contradictory positions on the so-called universal principles of management (Fayol 1949;Kotter 1982;Urwick 1942), we posit that some managerial synergies among unrelated business may emerge. For instance, we recall cognitive capabilities in the industry selection processes and managerial and entrepreneurial skills used to walk into a new business (Ganco and Agarwal 2009;Guillen 2000). In this case, the sheer managerial awareness of value creation options justifies the firm's ambitions in unrelated businesses.…”

Section: Leveraging Valuable and Imperfectly Imitable Resourcesmentioning

confidence: 99%

Revamping research on unrelated diversification strategy: perspectives, opportunities and challenges for future inquiry

Picone

Dagnino

2015

J Manag Gov

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With the aim of achieving an advanced understanding of current research on unrelated diversification and providing fruitful groundwork to foster active interchange between disciplinary traditions, this paper detects articles from two relevant research streams; i.e., strategic management and financial economics. We first provide a brief overview of management thinking on unrelated diversification strategy. Then, we present a conceptual map that offers a comprehensive appreciation of unrelated diversification strategy antecedents (i.e., environmental and institutional, organizational value-enhancing, and managerial drivers), implementation process (i.e., managerial complexity, misallocation of resources, and structural inertia), and consequences (i.e., diversification premiums and discounts). Finally, we unpack the major gaps in our current knowledge that may help refocus the research agenda on unrelated diversification strategy and revamp the apparent waning proclivity of this issue.

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“…The central thesis of the industry lifecycle perspective is that strategic choice and firm performance are influenced by competitive dynamic factor changes that result from the industry cycling through stages (Agarwal and Bayus, 2004;Argyres and Bigelow, 2007;Agarwal, Sarka, and Echambadi, 2002;Ganco and Agarwal, 2008;Hofer, 1975;Jawahar and McLaughlin, 2001;Lee, 2009;Lumpkin and Dess, 2001;St John, Pounder, and Cannon, 2003). Factors such as entry and exit barriers, economies of scale, and innovation vary throughout the industry life cycle creating opportunities and challenges to incumbent and new entrant firms (Agarwal, Sarka, and Echambadi, 2002).…”

Section: Industry Life Cyclementioning

confidence: 99%

“…The growth stage typically does involve some product innovation, however, and competition is generally not yet as fierce as it will become when growth ends and the mature stage begins. The mature stage is characterized by increasing entry barriers due to price competition, a resulting emphasis on cost and economies of scale, process innovation, and product quality demands (Agarwal, Sarka, and Echambadi, 2002;Argyres and Bigelow, 2007;Ganco and Agarwal, 2008;Jawahar and McLaughlin, 2001;Lumpkin and Dess, 2001;St John, Pounder, and Cannon, 2003). Lee (2009) indicates firm strategies may change across the stages of the industry life cycle.…”

Section: Industry Life Cyclementioning

confidence: 99%

When corporate social responsibility matters: an empirical investigation of contingencies

Luxmore

Tang

Hull

2012

IJCG

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Abstract:Rather than re-examine the question of whether doing good generally helps a company to do well, this study draws on contingency theory to empirically examine when doing good helps a company do as well as possible. Using panel data, we examine the effects of industry life cycle, munificence, and instability on the relationship between corporate social responsibility (CSR) and corporate financial performance (CFP). Our findings indicate that life cycle has a significant impact on the CSR-CFP relationship, as does industry instability. These findings suggest that CSR helps the bottom line considerably -if it is applied at the right time. The primary purpose of our study is to broaden our understanding of CSR's financial impact by applying the contingency perspective to the insights offered by the resource-based view (RBV). By doing so, we hope to present a clearer picture of how and under what circumstances CSR affects firm CFP. Given the longstanding contention over the CSR-CFP relationship, it is unlikely that this study can by itself resolve the question. But we hope that our findings help researchers better understand this complex relationship, and that we will have helped with the eventual resolution of the important and hotly-debated CSR-CFP relationship.There are three possible effects of CSR on firm competitiveness: positive, negative, and neutral. Each possible effect enjoys both theoretical justification and supporting empirical evidence. Lee (2008) notes that over 30 years of research has failed to identify a definitive CSRperformance link. The discrepancy in findings may be attributed to competing theories, 3 methodologies and measurement issues (Ditlev-Simonsen and Gottschalk, 2011;Hull and Rothenberg, 2008;Lee, 2008;Lockett, Moon, and Visser, 2006;Margolis and Walsh, 2003;McWilliams and Siegel, 2001;McWilliams, Siegel, and Wright, 2006;Orlitzky, Schmidt, and Rynes, 2003;Russo and Fouts, 1997;Surroca, Tribo, and Waddock, 2010;Wood, 2010;Wood and Jones, 1995).Research that has found a positive CSR-CFP relationship suggests that factors such as improved stakeholder relationships, reduced HRM costs due to improved employee recruitment and performance, enhanced quality, and better market opportunities are the underlying causes of this outcome (Becchetti, Di Giacomo, and Pinnacchio, 2008;Hull and Rothenberg, 2008;McWilliams, Siegel, and Wright, 2006). Meta-analyses by Margolis and Walsh (2003) and Orlitzky, Schmidt, and Rynes (2002) found empirical support for a positive CSR-performance result. Thus, in this paper, we accept the notion that higher levels of CSR in general should lead to better CFP. However, we also accept the premise that there may be circumstances in which the effects of CSR on CFP are reduced. As these circumstances appear to extend across multiple firms at one time, potentially explaining the variance in different studies of the phenomenon (Lee, 2008), it seems likely that these circumstances are environmental rather than firm-specific.The firm strategy-performance relationship...

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Performance Differentials between Diversifying Entrants and Entrepreneurial Start-Ups: A Complexity Approach

Cited by 56 publications

References 66 publications

How can universities facilitate academic spin-offs? An entrepreneurial competency perspective

How can universities facilitate academic spin-offs? An entrepreneurial competency perspective

Revamping research on unrelated diversification strategy: perspectives, opportunities and challenges for future inquiry

When corporate social responsibility matters: an empirical investigation of contingencies

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