Articles

Age, order of entry, strategic orientation, and organizational performance

R. DURAND, R. Coeurderoy

Journal of Business Venturing

2001, vol. 16, n°5, pp.471-494

Départements : Stratégie et Politique d’Entreprise, GREGHEC (CNRS)


This paper proposes an empirical test of several hypotheses linking age, order of entry, and strategic orientations to a firm's performance. Three strategies are defined: cost-leadership strategy, innovative differentiation, and marketing differentiation The aim is to show that the impact on performance of both age and each of the three strategic orientations may differ according to a firm's order of entry into an industry. Following Lieberman and Montgomery's (1998) evaluation of their major contribution on first mover advantage, we emphasize three points. First, we develop and lest hypotheses related to early and late followers' strategic orientations, broadening the scope of traditional studies on pioneers. Second, the model combines the dimensions of a firm's age, order of entry, and strategic orientations, as well as industry conditions (stage of the industry, environmental unpredictability, and technology diffusion), to establish a contingent model of performance analysis. Finally, the empirical study deals chiefly with organizational performance and not market share, which is considered a typical advantage accruing to pioneers.In addition, the scope of the study (582 French manufacturing firms) provides the means to fill a void in empirical studies because it is a broad cross-sectional test on non-U.S. data. The firms are mainly private, small to medium-sized, and single or dominant business firms. Therefore, our assumptions must be understood as particularly applicable to this type of firm

Assessing Start-up Business Risk

T. B. ASTEBRO

Oxford Analytica

2001

Départements : Stratégie et Politique d’Entreprise, GREGHEC (CNRS)


Firm selection: an integrative perspective

R. DURAND

Organization Studies

2001, vol. 22, n°3, pp.393-417

Départements : Stratégie et Politique d’Entreprise, GREGHEC (CNRS)


L'entreprise, moteur de l'évolution économique

R. DURAND

Sciences Humaines

août-septembre 2001, n°119, pp.34-36

Départements : Stratégie et Politique d’Entreprise, GREGHEC (CNRS)


La cohérence des choix stratégiques: l'impact des decisions d'entrée et des strategies génériques sur la performance organisationnelle des firmes

R. DURAND, R. Coeurderoy

Finance - Contrôle - Stratégie

2001, vol. 4, n°3, pp.57-88

Départements : Stratégie et Politique d’Entreprise, GREGHEC (CNRS)


Les managers ont besoin de sciences sociales : l'entrepreneur, les stratégies et les capacités sociales

R. REITTER, G. Chassang, M. Moullet

L'Expansion Management Review

mars 2001, n°100, pp.50-60

Départements : Stratégie et Politique d’Entreprise


Management de l'innovation : le "learning mix"

B. MOINGEON, E. Métais

Revue Française de Gestion

mars-avril-mai 2001, n°133, pp.113-125

Départements : Stratégie et Politique d’Entreprise, GREGHEC (CNRS)


Partenariat vertical et gain coopératif pour les fournisseurs

C. Donada, B. GARRETTE

Management International

printemps 2001, vol. 5, n°2, pp.19-31

Départements : Stratégie et Politique d’Entreprise, GREGHEC (CNRS)


Profitable Advice: The Value of Information Provided by Canadas Inventors Assistance Program

T. B. ASTEBRO, Y. Gerchak

Economics of Innovation and New Technology

2001, vol. 10, n°1, pp.45-72

Départements : Stratégie et Politique d’Entreprise, GREGHEC (CNRS)

Mots clés : Value of information, Inventors, Social benefit, Inventor's assistance program

http://ssrn.com/abstract=361060


Inventors who are considering whether and how to commercialize their inventions. can often avail themselves to evaluations and advice provided by government supported programs initiated to encourage innovation. In Canada. such a service is provided by the Canadian Innovation Centre. through its Inventor's Assistance Program. In its twenty years of operations the IAP has evaluated 11,000 inventions. The fee charged for an invention evaluation was Cdn. $262 in 1995, and these fees covered about half the program's expenses. We compute the expected value of the information the IAP's evaluation provides under different assumptions and scenarios. Under plausible conditions, the value of the information to the inventor is found to be higher than both the fee and the social cost of the program. The implications of some inventors not following the advice given to them by the IAP are briefly explored.

Quelles structures pour les hôpitaux ?

M. CREMADEZ, C. CAUVIN

Gestions Hospitalières

août-septembre 2001, n°167, pp.591-609

Départements : Stratégie et Politique d’Entreprise, Comptabilité et Contrôle de Gestion



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