Study of Organizational Life Cycle and its Impact on Strategy Formulation

Rahimi, Farideh; Fallah, Saeed

doi:10.1016/j.sbspro.2015.10.152

Cited by 14 publications

(18 citation statements)

References 6 publications

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“…Al-Hadi et al (2015) found that firms with a separate risk committee are associated with greater market risk disclosures, an effect that is more pronounced for the mature-stage firms. Rahimi and Fallah (2015) examined the lifecycle of the organizations (two banks) and their impact on the formulation of the strategy. They also outlined the peculiar characteristics required for the implementation of the strategy in each lifecycle.…”

Section: Prior Studies and Hypothesis Development Firm's Product Lifementioning

confidence: 99%

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The Moderating Role of Corporate Governance on the Relationship between a Firm’s Product Lifecycle and Risk-Taking

Namazi

Hosseini-Nia

2017

AJAG

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Section: Prior Studies and Hypothesis Development Firm's Product Lifementioning

confidence: 99%

“…Emergence of literature on product life cycle (Al-Hadi, Habib & Hassan 2015;Rahimi & Fallah 2015) has unambiguously pointed out towards the significance of delineating a firm's risk throughout the product lifecycle. Life cycling of products involves the introduction, growth, maturity, decline, and shake-out stages (Gort & Klepper 1982).…”

Section: Introductionmentioning

confidence: 99%

The Moderating Role of Corporate Governance on the Relationship between a Firm’s Product Lifecycle and Risk-Taking

Namazi

Hosseini-Nia

2017

AJAG

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“…At each stage of a lifecycle, an economic entity has a certain configuration of characteristics that are similar at one and the same stage of the life cycle and different at others. Rahimi and Fallah (2015) indicate the influence of the life cycle on the company's parameters, stressing that ignoring the organizational scheme of life cycle by managers is one of the problems that hinder the implementation of the relevant strategy.…”

Section: Life Cycle Conceptmentioning

confidence: 99%

Benchmarking of bank performance using the life cycle concept and the DEA approach

Ponomarenko

Kolodiziev

Chmutova

2017

Banks and Bank Systems

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AUTHORSVolodymyr Ponomarenko Oleh Kolodiziev http://orcid.org/0000-0002-6715-2901 Iryna Chmutova ARTICLE INFOVolodymyr Ponomarenko, Oleh Kolodiziev and Iryna Chmutova (2017). Benchmarking of bank performance using the life cycle concept and the DEA approach. Banks and Bank Systems, 12(3), 74-86. doi:10.21511/bbs.12(3) AbstractDespite the widespread use of benchmarking as an effective tool for improving the efficiency of the bank's functioning, its implementation does not take into account the relation between comparable performance indicators, the choice of benchmark for comparison, deviations of indicators from target values with stages of the bank's life cycle, which cause differences in the intensity and characteristics of development of financial institutions. The procedure for identifying a reference bank for comparison is also insufficiently specified, which is important in terms of adapting its experience by the recipient bank due to the possible fundamental differences in their functioning. Therefore, the article has modified the technology of benchmarking of the bank's performance based on the life cycle concept and the DEA approach.The research is based on the use of the DEA method to determine the most efficient bank as a reference bank in benchmarking comparison; canonical analysis -for the formation of a list of indicators of bank performance; cluster analysis -to substantiate the levels of deviations of the actual values of comparable indicators from the target ones.

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“…Deste modo, desde que foi identificado o fenômeno das mudanças organizacionais ele tem despertado a atenção da sociedade de maneira constante e conduzido pesquisadores em seus estudos sobre a descrição dessas mudanças (Frezatti, Relvas, Nascimento, Junqueira, & Bido, 2010). Assim, dentre uma ampla gama de perspectivas criadas para delinear e interpretar esse fenômeno, a abordagem do Ciclo de Vida Organizacional (CVO) foi desenvolvida para descrever e explicar essas mudanças a partir de estágios de ciclo de vida (Machado-da-Silva et al, 1998;Quinn & Cameron, 1983;Rahimi & Fallah, 2015;Shirokova, 2009;Van de Ven & Poole, 1995), partindo do pressuposto que o crescimento e desenvolvimento organizacional podem ser explicado por padrões comportamentais durante a evolução das organizações (Machado-da-Silva et al, 1998).…”

Section: Problema De Pesquisaunclassified

“…Desde então, diferentes modelos foram desenvolvidos de modo a mapear esses padrões de crescimento organizacional (Phelps, Adams, & Bessant, 2007;Quinn & Cameron, 1983) e fornecer aos administradores orientações gerenciais prescritivas para condução de um negócio Shirokova, 2009). Contudo, embora esses modelos de CVO comunguem que a evolução das mudanças organizacionais aconteça a partir da análise do desenvolvimento do controle gerencial (Shirokova, 2009), mediante a representação de estágios de vida (Machado-da-Silva et al, 1998;Quinn & Cameron, 1983;Rahimi & Fallah, 2015;Shirokova, 2009;Van de Ven & Poole, 1995), a utilização de diferentes fatores ou variáveis em cada investigação resultara em modelos que se diferenciam quanto ao número e denominação dos estágios (Shirokova, 2009). Ainda que invariavelmente esses modelos iniciem-se com o nascimento, seguido de uma sequência de transformações que culminam na maturidade, revitalização, encerramento ou morte (Phelps et al, 2007), é possível observar que em sua maioria eles se preocupam mais com a compreensão do crescimento de empresas já existentes e com operações já estabelecidas, nas quais a estrutura apresenta-se elaborada e seus processos relativamente estáveis (Garnsey, 1998).…”

Section: Problema De Pesquisaunclassified

Análise do ciclo de vida das startups: características, agentes e riscos associados

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Marcelo, H. G. C. (2019). Startup life cycle analysis: characteristics, agents and associated risks. (Organizations are dynamic institutions that develop from various changes that occur in their structure, their processes and the behavior of the entrepreneur throughout their existence.Therefore, organizational development is a complex phenomenon that has aroused the interest of different management researchers, seeking to understand and systematize the patterns associated with these changes and, thus, provide entrepreneurs and managers with information and guidance that reduce the risk of failure and increase the business's chances of survival.However, despite the well-established specialized literature on the subject, there is still little research specially developed to describe and explain this phenomenon in startups. This is of great importance because, given that rapidly changing conditions and limited resources to which these businesses are subjected require rapid growth and transformation, making them particularly vulnerable to multiple sources of risk and, consequently, chances of failure. Thus, the general objective of this research was to present the stages of the Organizational Life Cycle of startups, identifying and describing the main factors related to the entrepreneurial and organizational perspectives, as well as the external relationship agents and the risks associated with them at each stage of the organization. Organizational Life Cycle. To achieve this objective, the assumptions inherent to the theoretical approach of the Organizational Life Cycle (CVO) were used, from the Entrepreneurial, Organizational and Corporate Risk Management perspectives. Thus, a study of quantitative approach and exploratory-descriptive character was proposed. For data collection, the survey method and two complementary questionnaires were used as research instruments. The measurement scale used in these instruments was the 11-point Likert scale. For the treatment of the data we used the techniques of Exploratory Factor Analysis and Cluster analysis. From this treatment it was possible to obtain 18 factors related to the Entrepreneurial, Organizational and GRC perspectives that identified and described the four stages obtained for the construction of the Organizational Life Cycle model of this research: Stage I -Conception and Development;Stage II -Organization and Traction; Stage III -Growth and Scale e; Stage IV -Consolidation and Transition. The behavior of each factor in the four stages obtained was analyzed. The contribution of this research was to apply a widely used approach in the specialized literature to investigate the phenomenon of organizational changes in startups, describing the behavior observed in the 18 factors formed. Thus, besides the factors related to the entrepreneur and the business, this research contributes to the academic studies about the evolution of the risks that originate from the relationship between the external agents of the startups business environment, building a management map ...

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Study of Organizational Life Cycle and its Impact on Strategy Formulation

Cited by 14 publications

References 6 publications

The Moderating Role of Corporate Governance on the Relationship between a Firm’s Product Lifecycle and Risk-Taking

The Moderating Role of Corporate Governance on the Relationship between a Firm’s Product Lifecycle and Risk-Taking

Benchmarking of bank performance using the life cycle concept and the DEA approach

Análise do ciclo de vida das startups: características, agentes e riscos associados

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Study of Organizational Life Cycle and its Impact on Strategy Formulation

Cited by 14 publications

References 6 publications

The Moderating Role of Corporate Governance on the Relationship between a Firm’s Product Lifecycle and Risk-Taking

The Moderating Role of Corporate Governance on the Relationship between a Firm’s Product Lifecycle and Risk-Taking

Benchmarking of bank performance using the life cycle concept and the DEA approach

Análise do ciclo de vida das startups: caracterí­sticas, agentes e riscos associados

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Product

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Análise do ciclo de vida das startups: características, agentes e riscos associados