Firm Growth: A review of the empirical literature

Vaz, Rolando

doi:10.15304/rge.30.2.7190

Cited by 11 publications

(15 citation statements)

References 135 publications

(234 reference statements)

Supporting

Mentioning

Contrasting

Order By: Relevance

“…In this paper, we use different variables from previous studies, namely the number of study groups and the number of courses as variables to measure the growth in the complexity of the business process model. The complexity of business processes is one indicator of organizational growth, as stated by Vaz in 2021, where organizational structure is one factor that determines the growth of an organization [8]. This study is the first to propose using the number of study groups and the number of courses as variables in measuring the growth in complexity of business process models.…”

Section: Introductionmentioning

confidence: 93%

“…8, which shows that the growth of the business process model in 8 courses has the smoothest curve and is the closest to linear; this is represented by the value of the variable b, which is greater than the other curves. While the most vertical curve is the growth curve of the 10 courses business process model, but this Based on the business process model complexity growth curve presented in Fig.8, Fig.9, and Fig.10, it is found that the growth curve for the complexity of the business process model as a function of the number of study groups has no predictable pattern.…”

mentioning

confidence: 90%

See 1 more Smart Citation

Business Process Models Complexity Growth Analysis based on Scheduling Generated by Timetabling of Courses

2021

IJIES

View full text Add to dashboard Cite

Section: Introductionmentioning

confidence: 93%

mentioning

confidence: 90%

Business Process Models Complexity Growth Analysis based on Scheduling Generated by Timetabling of Courses

2021

IJIES

View full text Add to dashboard Cite

“…According to Backman and Charlie (2020), the age of operational managers is vital for young and small firms of which sole proprietorship firms with older operational managers have better survival results. Vaz (2021) found that as managers' age progresses, firms end up posting lesser sales growth and lower investment. To the contrary, the probability of the firm's survival goes up.…”

Section: Table 1: Descriptive Statisticsmentioning

confidence: 99%

Core Competencies and Resource Allocation in the Performance of Bottled Water Industry

Ichoroh

Kiambati

Mbugua

2023

Manag: J. Sustain. Bus. Manag. Solut. Emerg. Econ.

View full text Add to dashboard Cite

Research question: This paper examines the influence of core competencies, resource allocation and water sector standards on the performance of firms in the bottled water industry. Motivation: For firms in the bottled water industry to remain afloat, their performance against their targets needs to be assessed (Murugesan et al., 2016). Examining trends over time is essential since stakeholders and investors are concerned with enhanced performance. This study conceptualizes that the performance of firms dealing with bottled water are influenced by core competencies (Hirindu, 2017), resource allocation (Catherine & Lee, 2017) and that there is an intervening effect of water sector standards. Idea: The idea behind this study is to model the relationship among core competencies, resource allocation and firm performance in the bottled water industry and also to examine the moderating effect of water sector standards in explaining firm performance (Ichoroh, 2021). Data: The study used quantitative cross-sectional survey design of which the population of interest comprised of 80 licensed bottled water manufacturing firms in Kenya. Open and closed ended questionnaires were administered to managers of bottled water firms. Data on demographic characteristics, firms core competencies, resource allocation and sector standards were collected. Tools: Factor Analysis was used to scale, classify, delineate patterns and enhance hypothesis testing, while structural equation modelling was applied to infer whether the survey items matched the measured constructs. Findings: The indicators of core competences had 57% variation on firm performance and increase in core competences by a factor of 0.804% led to improvement of firm performance by 1%. The indicators for resource allocation had 17% variation on firm performance and the marginal effect was 1.738%. The water sector standards intervening effect in the relationship between core competence and firm performance was found not to be significant but the intervening effect of water sector standards on resource allocation and firm performance was significant. Contribution: The study gives indicators of repositioning strategies in the bottled water industry and provides insights to the government on policy regulations and standards.

show abstract

“…Frešer, Širec and Tominc (2020) define corporate growth as a very complex phenomenon, which may be rooted in the demographic characteristics of the companies, sufficient financial resources, the intensity of entrepreneurial orientation or their intangible capital that leads to greater heterogeneity and diversity in the definition of high-growth companies. Vaz (2021) states that according to empirical studies the key internal factors that may bring an advantage to the firm's growth are vision and mission, the objective(s) of the firm, strategic planning, size, localization, human resources, financial resources, and organizational structure.…”

Section: Literature Reviewmentioning

confidence: 99%

Contemporary drivers of business growth: Evidence from US public companies

Дерун¹,

Mysaka²

2021

Journal of International Studies

View full text Add to dashboard Cite

Achieving profitable business growth and maximizing shareholder value with limited resources are the crucial issues of doing business today. The goal of this paper is to identify endogenous factors that increase business growth by analyzing companies' annual reports. This paper contains the results of assessment on the influence tangible assets and intellectual capital (IC) have on Price-to-Earnings Ratio (P/E Ratio) as a proxy for business growth. The research methodology of this paper is based on regression analysis with panel data. Empirical results are tested on annual reports data of the 40 US companies from TOP 150 of Brand Finance Global 500 list for 2008-2020. The results reveal that the role of tangible assets in ensuring business growth is declining in contradistinction to IC, which has gained a stronger effect on business growth. Moreover, findings suggest that balanced management of tangible assets and IC could ensure a more effective internal expansion of business. Additionally, results indicate that the influence of human capital and fixed assets on business growth is declining in competitive environment. This paper integrates and complements prior studies and concepts on business growth, financial performance, IC and tangible assets management, aiming to develop an integrated framework for improving the efficiency of managing business growth drivers. Practical application of the obtained results lies in helping the companies' management to choose the right combination of endogenous factors that will ensure business growth.

show abstract

Firm Growth: A review of the empirical literature

Cited by 11 publications

References 135 publications

Business Process Models Complexity Growth Analysis based on Scheduling Generated by Timetabling of Courses

Business Process Models Complexity Growth Analysis based on Scheduling Generated by Timetabling of Courses

Core Competencies and Resource Allocation in the Performance of Bottled Water Industry

Contemporary drivers of business growth: Evidence from US public companies

Contact Info

Product

Resources

About