The right speed and its value

Pacheco‐de‐Almeida, Gonçalo; Hawk, Ashton; Yeung, Bernard

doi:10.1002/smj.2213

Cited by 40 publications

(34 citation statements)

References 53 publications

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“…Previous research on speed has usually examined it in the contexts of decision making (Bakker and Shepherd, 2017;Forbes, 2005), innovation and new product development (Chen et al, 2010;Markman et al, 2005), investment (Pacheco-de-Almeida et al, 2015), market entry (Hawk et al, 2013), and mergers and acquisitions (Bauer and Matzler, 2014). Through a meta-analysis, Chen et al (2010) grouped the antecedents of new product development speed into strategy, project, process, and team.…”

Section: H2mentioning

confidence: 99%

Are ‘sea turtles’ slower? Returnee entrepreneurs, venture resources and speed of entrepreneurial entry

Qin

Wright

Gao

2017

Journal of Business Venturing

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We add to neglected research on how venture resources and founder experience outside the home country interplay in facilitating venture creation speed. In particular, we explore how returnee entrepreneurs influence the role of venture resources in the speed of entrepreneurial entry. Using a novel representative sample of 388 new ventures covering a range of technologies in China, we find that returnees from abroad are slower in new venture entry in the home country, compared with homegrown entrepreneurs. At the same time, ventures with innovative technology and backed by foreign capital are slower to set up due to higher levels of liability of newness and liability of foreignness. However, when these firms have a returnee founder who can leverage their experience with foreign resources and technological knowhow, such negative effects on entry speed are significantly mitigated. We discuss implications for further research and practice

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Section: H2mentioning

confidence: 99%

Are ‘sea turtles’ slower? Returnee entrepreneurs, venture resources and speed of entrepreneurial entry

Qin

Wright

Gao

2017

Journal of Business Venturing

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“…The time spent in developing these resources differs according to the complexity and the efforts required for their development (Pacheco‐De‐Almeida and Zemsky, ). In this regard, speed in developing resources is intrinsic and relates to multiple factors, such as corporate governance, low cost of capital and R&D intensity (Pacheco‐De‐Almeida, ). Each firm will therefore manage its resources at a different speed.…”

Section: Theoretical Backgroundmentioning

confidence: 99%

Orchestrating resources for FMA in coopetitive NPD

Nemeh

Yami

2018

R & D Management

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The rapid introduction of new products in high‐tech industries is a key competence for firms wanting to benefit from the first‐mover advantage (FMA). Prior studies call for forging links between FMA and the resource‐based view, as the resources at the disposal of a firm tend to influence the likelihood and timing of market entry. Analysing the way firms orchestrate internal and external resources enables a better understanding of this link. More precisely, synchronising the combination of internal and external resources is important in determining the development time of new products. This issue becomes vital when the NPD process regroups competitors due to the short age of the acquired knowledge. An in‐depth case study of the product development strategies of four competitors that collaborated to develop Ethernet solutions identifies three different product introduction strategies based on different resource orchestrations and timing: pioneer, wise and slow. The firms that structured their resources early to make them available for bundling during coopetition were able to introduce products faster than firms that structured their resources during coopetition. Furthermore, our results show that only prepared firms are able to reap benefits from knowledge gained through coopetitive NPD.

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“…For example, managerial costs in alliances result from monitoring and interacting with partners, managerial costs in foreign market entries result from the need to identify new locations and analyze their characteristics, and managerial costs in acquisitions result from the complexities of integrating firms with different structures and cultures into a unified entity. Yet we expect the relationship between the speed of undertaking new strategic moves and firm-level revenue generation and managerial costs to be similar, where fast-paced strategic moves are expected to increase both the benefits and costs of firms (Pacheco de Almeida, Hawk, & Yeung, 2015).…”

Section: Theoretical Frameworkmentioning

confidence: 99%

The Performance Implications of Speed, Regularity, and Duration in Alliance Portfolio Expansion

Hashai

Kafouros

Buckley

2015

Journal of Management

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Extant research on the management of time shows that the speed of undertaking new strategic moves has negative consequences for firm profitability. However, the literature has not distinguished whether this outcome results from the effects of speed on firms' revenues or from the effects of speed on firms' costs, or examined how firms can become more profitable by reducing the negative consequences of speed. We address these gaps for a specific strategic move alliance portfolio expansion. We show that the speed at which firms expand their alliance portfolios increases managerial costs disproportionately relative to revenues, leading to an overall negative effect on firm profitability. However, a more regular rhythm of expansion and a longer duration of existing alliances reduce the negative profitability consequences of expansion speed by moderating the increase in managerial costs. These findings suggest that firms that make strategic moves, such as alliances, may reduce the negative profitability consequences of speed when they maintain a regular expansion rhythm and when their existing strategic engagements require modest managerial resources.

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The right speed and its value

Cited by 40 publications

References 53 publications

Are ‘sea turtles’ slower? Returnee entrepreneurs, venture resources and speed of entrepreneurial entry

Are ‘sea turtles’ slower? Returnee entrepreneurs, venture resources and speed of entrepreneurial entry

Orchestrating resources for FMA in coopetitive NPD

The Performance Implications of Speed, Regularity, and Duration in Alliance Portfolio Expansion

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