The impact of alternative operationalizations of industry structural elements on measures of performance for entrepreneurial manufacturing ventures

Robinson, Kenneth C.; McDougall, Patricia P.

doi:10.1002/(sici)1097-0266(1998110)19:11<1079::aid-smj997>3.0.co;2-1

Cited by 56 publications

(34 citation statements)

References 36 publications

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“…Second, IPO high technology firms are more likely to be growth-oriented and, accordingly, more likely to consider foreign markets in their early years. Finally, IPO data are believed by many researchers to be valid and reliable (Carpenter et al, 2003 andRobinson andMcDougall, 1998).…”

Section: Samplementioning

confidence: 99%

When do domestic alliances help ventures abroad? Direct and moderating effects from a learning perspective

Milanov

Fernhaber

2014

Journal of Business Venturing

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Section: Samplementioning

confidence: 99%

When do domestic alliances help ventures abroad? Direct and moderating effects from a learning perspective

Milanov

Fernhaber

2014

Journal of Business Venturing

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“…We controlled for industry growth because industries that are experiencing higher growth might have a higher likelihood of both new venture internationalization (Shrader et al, 2000) and performance (Robinson & McDougall, 1998 It is also possible that new ventures could internationalize and/or perform higher if internationalization ensured competitiveness for the industry. (5) Thus, an additional control variable was introduced for the relative performance of industry firms that had internationalized compared with those industry firms that were domestic.…”

Section: Control Variablesmentioning

confidence: 99%

The Impact of Interorganizational Imitation on New Venture International Entry and Performance

Fernhaber

Dan

2010

Entrepreneurship Theory and Practice

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We examine the impact of interorganizational imitation on new venture international entry and subsequent performance. Using a sample of 150 U.S.–based publicly held new ventures, we find that new venture international entry is in part an imitative response to the internationalization of other firms in the venture's home country industry and/or subsets of firms with certain traits or outcomes. We also find that interorganizational imitation moderates the relationship between new venture international entry and profitability, but not the relationship between new venture international entry and sales growth. These findings contribute to the growing body of literature on new venture internationalization.

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“…Strategic management papers have developed a variety of ways to operationalize industry life cycle stages (Agarwal, Sarka, and Echambadi, 2002;Hambrick and Lei, 1985;Kunkel, 1991;Lumpkin and Dess, 2001;McDougall, 1987;Miller and Camp, 1985;Robinson and McDougall, 1998;Sandberg, 1984Sandberg, , 1986. Among them, two approaches are consistently used to highlight the industry life cycle stages: industry growth rate (Hambrick and Lei, 1985;Hambrick, MacMillan and Day, 1982;Hofer, 1977;McDougall, 1987;Miller and Camp, 1985) and product differentiation (Kunkel, 1991;McDougall, 1987;Robinson and McDougall, 1998;Sandberg, 1984Sandberg, , 1986.…”

Section: Industry Life Cyclementioning

confidence: 99%

“…Among them, two approaches are consistently used to highlight the industry life cycle stages: industry growth rate (Hambrick and Lei, 1985;Hambrick, MacMillan and Day, 1982;Hofer, 1977;McDougall, 1987;Miller and Camp, 1985) and product differentiation (Kunkel, 1991;McDougall, 1987;Robinson and McDougall, 1998;Sandberg, 1984Sandberg, , 1986. Following Robinson and McDougall (1998), we incorporate both approaches. As shown in Table 1, we use the advertising intensity ratio (i.e., advertising expenditures divided by sales revenue) and the annual industry growth rate to approximate the product differentiation and industry growth, respectively.…”

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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The impact of alternative operationalizations of industry structural elements on measures of performance for entrepreneurial manufacturing ventures

Cited by 56 publications

References 36 publications

When do domestic alliances help ventures abroad? Direct and moderating effects from a learning perspective

When do domestic alliances help ventures abroad? Direct and moderating effects from a learning perspective

The Impact of Interorganizational Imitation on New Venture International Entry and Performance

When corporate social responsibility matters: an empirical investigation of contingencies

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