Starting up in a turbulent environment: A process model of failure among firms with high customer dependence

Venkataraman, Satchi; Ven, Andrew H. Van de; Buckeye, Jeanne; Hudson, Roger

doi:10.1016/0883-9026(90)90006-f

Cited by 138 publications

(101 citation statements)

References 14 publications

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“…Younger organizations typically have less knowledge about markets and customers; they may engage in inefficient practices until they learn; they may need time to forge relationships with external partners, including customers and channels members; and may also not know about what they can do or should do (Lippman & Rumelt, 1982). Further, they may not be sufficiently endowed with resources to execute their strategy (Venkatraman et al, 1990).…”

Section: Influence Of Marketing Capabilities On International Performmentioning

confidence: 99%

International new ventures as “small multinationals”: The importance of marketing capabilities

Ripollés

Blesa

2012

Journal of World Business

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This paper aims to explore how marketing capabilities contribute to the international expansion of international new ventures, and the influence of these capabilities on the entry mode these firms choose. Specifically, the study examines how marketing This study extends previous international entrepreneurship research, including insights on antecedents of international new ventures' choice of higher commitment entry modes in foreign markets. Additionally, the results of this work encourage international entrepreneurs to look beyond the explicit value of experiential market knowledge to realize the potential value of marketing capabilities as an antecedent to higher commitment entry modes.

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Section: Influence Of Marketing Capabilities On International Performmentioning

confidence: 99%

International new ventures as “small multinationals”: The importance of marketing capabilities

Ripollés

Blesa

2012

Journal of World Business

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“…Venkataraman, Van de Ven, Buckeye and Hudson (1990) propose a process model on how new and small organizations may fail, based on an empirical study of ten educational software companies. Such firms often use transactions with key external constituencies to attract needed resources, making a set of transactions that are tightly coupled.…”

Section: Success Strategy Theorymentioning

confidence: 99%

Towards a theory of entrepreneurship

Bull

Willard

1993

Journal of Business Venturing

359

172

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“…Creating a new business is a process fraught with difficulties and failure [9][10][11][12]. Moreover, the cognitive orientation of potential entrepreneurs has a significant influence on their willingness to persist in their entrepreneurial activity in the face of these difficulties.…”

Section: Introductionmentioning

confidence: 99%

Critical Success Factors of a Design Startup Business

Kim

Young-Ok³

2018

Sustainability

101

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Recent trends of new venture startups have paved the way for the expansion of the design industry and opened new windows of opportunity for the traditionally small and non-specialized design business. In this environment, design startups are rapidly growing in modern society, and thus meeting the needs of consumers through the development of innovative products, processes, and services. This study aims to determine the critical success factors affecting design startups. To this end, the concept and success variables of startup businesses were studied based on previous research, and then key success factors of design startups were identified. A total of 24 experts, from 12 design-based small venture startups and 12 technology-based small and medium startups, were surveyed regarding their priorities related to these factors, using the analytic hierarchy process (AHP). The results suggest that idea commercialization is the most important success factor as an innovation criterion among the four success criteria of design startups. Hence, entrepreneurial conditions, such as goal-orientation and entrepreneurs' competence, are important success factors for design startups.

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Starting up in a turbulent environment: A process model of failure among firms with high customer dependence

Cited by 138 publications

References 14 publications

International new ventures as “small multinationals”: The importance of marketing capabilities

International new ventures as “small multinationals”: The importance of marketing capabilities

Towards a theory of entrepreneurship

Critical Success Factors of a Design Startup Business

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