Small business strategy and the industry life cycle

Verreynne, Martie‐Louise; Meyer, Denny

doi:10.1007/s11187-008-9165-3

Cited by 42 publications

(33 citation statements)

References 62 publications

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“…However, at the end of a technology life cycle, mature large companies are more common as they are able to take advantage of economies of scale via process innovation due to the existence of a dominant design (Tushman and Anderson 1986;Henderson and Clark 1990). Hence, the potential for existence and growth of green entrepreneurs is likely to be influenced by the stage of the technology life cycle at the point of market entry (Verreynne and Meyer 2010). Moreover, firm's age can act as a moderator of the innovation performance and this moderation usually spans a number of age-specific factors, which help to understand how the innovation process is carried out at different points of a firm's life cycle.…”

Section: The Green Industry and Corporate Life Cyclementioning

confidence: 99%

Born to be green: new insights into the economics and management of green entrepreneurship

et al. 2017

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While the number of green start-ups has steadily increased around the world in response to the environmental problems demanding immediate solutions, there are several unresolved questions on the behaviour and performance of such ventures. The papers in this special issue shed light on these issues by underscoring the role of several factors, such as industry life cycles, knowledge spillovers, institutions, and availability of external finance, in shaping decision-making and firm behaviour in green start-ups. This paper highlights the state-of-the-art developments in the literature, discusses the key contributions of the papers put together in this special issue, and presents a future research agenda for scholars interested in green entrepreneurship.

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Section: The Green Industry and Corporate Life Cyclementioning

confidence: 99%

Born to be green: new insights into the economics and management of green entrepreneurship

et al. 2017

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“…Hence, exploration supports differentiation strategy and contributes to the implementation of such a strategy. On the other hand, differentiation strategy calls for developing new features to distinguish a firm from its rivals (Frambach, Prabhu and Verhallen, 2003;Verreynne and Meyer, 2010). It helps the firm engage in exploratory activities and profit from them (Knight and Cavusgil, 2004).…”

Section: The Moderating Effect Of Differentiation Strategymentioning

confidence: 99%

“…Differentiation strategy facilitates a firm leveraging new knowledge to distinguish itself from its rivals (Frambach, Prabhu and Verhallen, 2003). Moreover, the strategy highlights customer loyalty, which helps introduce new products to the market, enter new market segments and capture premium benefits (Verreynne and Meyer, 2010). Hence, firms adopting a differentiation strategy are good at capitalizing on exploration.…”

Section: The Moderating Effect Of Differentiation Strategymentioning

confidence: 99%

“…Hence, exploration has a relatively weak potential to improve their performance. On the other hand, firms that are not differentiators often lack the abilities to leverage new knowledge (Verreynne and Meyer, 2010). Moreover, they can hardly enjoy the benefits of customer loyalty generated from differentiation strategy to take advantage of new knowledge and features yielded by exploration (Frambach, Prabhu and Verhallen, 2003).…”

Section: The Moderating Effect Of Differentiation Strategymentioning

confidence: 99%

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Exploration and Firm Performance: The Moderating Impact of Competitive Strategy

Guo

Sun

2017

British J of Management

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In this study we examine the moderating effect of competitive strategy (including differentiation and cost‐leadership strategies) on the relationship between exploration and firm performance. We find that the moderating effect of differentiation strategy is positive while that of cost‐leadership strategy is negative. And, these moderating effects are stronger in a highly competitive context. This study offers an explanation for previous mixed findings on the linkage of exploration to firm performance and enriches the discipline's knowledge regarding the performance implications of exploration. Moreover, we respond directly to the appeal in research on competitive strategy to clarify the role played by competitive strategy in profiting from exploration.

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“…SMEs, as opposed to larger businesses, utilise different approaches to implement strategies that guide them through industry life cycles [50]. Conducive business environments are therefore required for them to articulate their strategies and attain good performances (The ILO, 1998, in [51]).…”

Section: The Business Environment and Rural Entrepreneurship Sectormentioning

confidence: 99%

The Digitalisation of Rural Entrepreneurship

Lekhanya¹

2018

Entrepreneurship - Trends and Challenges

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The main primary purpose of this chapter is to present new established understanding and knowledge of the digitalization of rural entrepreneurship, how it can help entrepreneurial survival and growth in rural industries, and what are the theoretical and practical implications. The digitalization concept of businesses is the issue of interest in the world today; however, it is still of concern in the rural South African entrepreneurship sector. Collection of primary data was done from 501 owners/managers operating in rural of the KwaZulu-Natal (KZN) province. The mixed questionnaire of quantitative and qualitative was used as the survey instruments. The questionnaire was distributed at the entrepreneur's business premises, and they were given 7 days to respond while researcher and research assistants were always available to assist where necessary. The findings of this survey revealed that the large number of participants are not using their digital technology for the business purpose, but rather they use it for other things such as private communications and social friendship. The survey was confined in one province of South Africa; therefore, the generalization of the results should be done with care. This study has indicated some recommendation and suggested further research which may include other provinces as well as other countries.

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Small business strategy and the industry life cycle

Abstract: Strategy-making process, Firm performance, Industry life cycle stage, Small firms, M10, L26,

Cited by 42 publications

References 62 publications

Born to be green: new insights into the economics and management of green entrepreneurship

Born to be green: new insights into the economics and management of green entrepreneurship

Exploration and Firm Performance: The Moderating Impact of Competitive Strategy

The Digitalisation of Rural Entrepreneurship

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