Value creation through external growth strategy: the architecture of successful performance

Vinogradova, Veronika

doi:10.1007/s11156-017-0690-5

Cited by 3 publications

(3 citation statements)

References 62 publications

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“…Adopting market and product expansion strategies is a necessary condition of organizational growth, as this contributes to firm performance (Filatotchev et al , 2017). As mentioned by Vinogradova (2018), dynamic growth is perceived as a crucial driver of financial performance and value creation; however, this was not revealed in our results. Our research results did not confirm that dynamic growth as a priority enhances RD.…”

Section: Discussioncontrasting

confidence: 79%

“…However, McGrath (2001) contended that the outcome of RSs can fluctuate over time, leading to performance variation. A recent study by Vinogradova (2018) concluded that dynamic growth is a crucial driver of financial performance and value creation; hence, some companies perceive dynamic growth as a desired goal. This is observed particularly in the case of young firms, in which dynamic growth is a driver for attracting external sources of financing (Mason and Stark, 2004).…”

Section: Injecting Courage Into Strategymentioning

confidence: 99%

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Injecting courage into strategy: the perspective of competitive advantage

Radomska

Wołczek

Szpulak

2020

EBR

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Purpose This study aims to examine the mediating effect of four antecedents of competitive advantage on the linkage of risky strategy to firm performance, measured by revenue dynamics. It considers the roots of competitive advantage to highlight different patterns and foundations of achieving superior performance. It investigates whether pursuing a risky strategy fosters revenue dynamics growth and whether different mediators are included in that relationship. Design/methodology/approach Path analysis (structural equation modeling) method is used to analyze data from 122 companies of various sizes and industries. All respondents were responsible for executing strategic management processes. The paper used the subjective perspective, which is based on the individual opinion of senior company managers and owners. Findings The authors find a positive relationship between risky strategy and firm performance, but no evidence of a mediating role of competitive advantage and dynamic growth in this relationship. Competitive advantage should be perceived as a set of integrated factors that can be analyzed from an aggregated perspective. Integrating all antecedents requires a holistic and systematic approach and the development of a particular mindset. Aggregated competitive advantage is related to setting dynamic growth as a priority. However, no relationship between risky strategy and achieving competitive advantage, or between implementing a risky strategy and setting dynamic growth as a priority, is observed, which was assumed to explain the revenue dynamics growth. Research limitations/implications Secondary data should be analyzed to explore how risky strategies are manifested, and which managerial decisions are reflected in high-level risk. A multidimensional scale could be developed to check how risk shapes the constructs’ interdependence. Therefore, the dynamic capabilities approach could be further expanded. Practical implications This research offers insights into the short-term relationship between risky strategy and revenue dynamics, although competitive advantage does not mediate that relationship. Special attention should be paid to the selected antecedents of competitive advantage, as they influence dynamic growth. Originality/value This work provides insights into different antecedents of competitive advantage, which is not necessarily based on making risky decisions, and into factors that facilitate firm performance measured by revenue dynamics.

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Section: Discussioncontrasting

confidence: 79%

Section: Injecting Courage Into Strategymentioning

confidence: 99%

Injecting courage into strategy: the perspective of competitive advantage

Radomska

Wołczek

Szpulak

2020

EBR

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“…The ability of a firm to choose the write strategy, depending on its current stage of development can be essential. In the recent years some researchers (e.g., Vinogradova, 2018;Alhenawi & Stilwell, 2017), drew attention to the importance of pre-event performance of acquiring companies for the M&A success. From the managerial perspective, this is best explained by Maksimovic and Philips (2007) who claim that acquirers vastly differ in their ability to utilise acquired assets.…”

Section: Introductionmentioning

confidence: 99%

Patterns of Value Creation in Strategic Acquisitions for Growth

Vinogradova

2023

AAMJAF

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This paper extends the previous research on strategic transactions (M&A) and focuses on the analysis of the relationship between the pre-event performance of acquiring companies and value creation in strategic acquisitions for growth. It identifies the prerequisites of successful transactions and tests empirically how the key fundamental determinants of the acquiring companies influence investors’ reaction around the announcement and acquirers’ financial performance in the years after. The results of the analysis confirm that the intrinsic pre-event performance of the acquiring firm can significantly impact the outcome and profitability of strategic M&A.

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The Impact of Strategic Physiognomy Elements on Organizational Success

Ma,

Wisunyakhajorndej,

Sempher

et al. 2024

International Journal of Innovative Science and Research Techno

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They work in a energetic, complex, and competitive environment. So, the victory and disappointment of numerous companies depend on a few components and the plausibility to analyze them agreeing to the data level. The significance and the needs of variables investigation change from one circumstance to another due to the particular nature of the item and benefit, company, and industry. In this manner, the organizational forms ought to be based on and adjusted to the outside environment. Study of the impact of strategic external elements on organizational success has the following key objectives First to study, survey, and analyze the characteristics of the company. and external factors That affect the choice of organizational strategies and competitive strategies of entrepreneurs. 2. Explore organizational strategies and competitive strategies of entrepreneurs. 3.Analyze the relationship between the company's characteristics and outside variables that influence its operations. Choose to use organizational strategies and competitive strategies of entrepreneurs. To analyze the information collected through the surveys, we utilized measurable tests such as cruel, middle, and standard deviation as well as particular weights to rank the assessment impact of each outside calculate. This paper reports discoveries on the relationship between outside variables and organizational execution. The ponder found critical positive and negative impacts of outside variables on execution as well as classifying them into the components that encourage or make obstructions to trade.

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Value creation through external growth strategy: the architecture of successful performance

Cited by 3 publications

References 62 publications

Injecting courage into strategy: the perspective of competitive advantage

Injecting courage into strategy: the perspective of competitive advantage

Patterns of Value Creation in Strategic Acquisitions for Growth

The Impact of Strategic Physiognomy Elements on Organizational Success

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