2014
DOI: 10.1002/smj.2213
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The right speed and its value

Abstract: Slow investments cause substantial revenue losses, yet acceleration increases costs. This tradeoff implies that an optimal investment speed usually exists; it is faster the higher a firm's intrinsic speed capability. We hypothesize that it is a firm's intrinsic speed capability, rather than its speed relative to industry competitors per se, that boosts firm value. Using data on oil and gas facilities (1996)(1997)(1998)(1999)(2000)(2001)(2002)(2003)(2004)(2005), we find that intrinsic speed capabilities augment… Show more

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Cited by 43 publications
(34 citation statements)
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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%
“…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%
“…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%
“…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%