What Do We Know About Small Firm Growth?

Davidsson, Per; Achtenhagen, Leona; Naldi, Lucia

doi:10.1007/978-0-387-32313-8_13

Cited by 83 publications

(102 citation statements)

References 98 publications

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“…Extant growth research pursues four lines of inquiry: (1) assessing internal and external determinants that foster or hinder organizational growth, (2) managing for growth, (3) assessing the effects of growth, and (3) managing the effects of growth (Davidsson et al, 2006). The present study complements this research by examining factors associated with growth at three distinct firm stages.…”

Section: Introductionmentioning

confidence: 86%

“…However, most gender differences disappear after controlling for individual and business demographic characteristics such as age, education, wealth and business sector (Chell and baines, 1998;Davidsson et al, 2006;Johnsen and McMahon, 2005;Du Rietz and Henrekson, 2000;Storey, 1994). Therefore we expect a positive effect of male gender on firm growth, however, the influence could be insignificant.…”

Section: Theoretical Background and Hypothesesmentioning

confidence: 92%

“…Contrary to transaction cost and life cycle theories, there is strong evidence that large firms can grow quickly (Glansey, 1998;Storey, 1994) and that initial size is positively correlated with later growth (wagner, 1995;Davidsson, 1989;pagano and Schivardi, 2003). As , Davidsson et al (2006) andweinzimmer et al (1998) emphasize, there are different measurement methods (e.g. absolute or relative) and different factors (e.g.…”

Section: Firm: Demographics and Strategymentioning

confidence: 99%

“…Another branch of literature examines the effect of team versus individual effort on entrepreneurial firm growth (Cooper and Daily, 1997;Davidsson et al, 2006;Janssen, 2003;Vesper, 1990), with a common finding that teams outperform solo entrepreneurs (Cooper and bruno, 1977;Cooper and Gimeno, 1992). Entrepreneurial teams can access a greater pool of resources, various skills, and network connections which may be synergistic and are vital to growing firms.…”

Section: Firm: Demographics and Strategymentioning

confidence: 99%

“…Innovation, entrepreneurship and economic growth are inextricably linked (Acs, 1996;Acs and Audretsch, 1990;Acs et al, 2004;Davidsson et al, 2006;wennekers and Thurik, 1999). Findings regarding the significance of innovation on growth vary by geography, industry, firm size, and data collection and measurement of innovation/ innovation spillover (brouwer.…”

Section: Hypothesis 6: Compared To Self-funded Firms Firms That Relymentioning

confidence: 99%

See 4 more Smart Citations

Dice Thrown From the Beginning?: An Empirical Investigation of Determinants of Firm Level Growth Expectations

Terjesen

Szerb

2008

Estudios de Economía

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Section: Introductionmentioning

confidence: 86%

Section: Theoretical Background and Hypothesesmentioning

confidence: 92%

Section: Firm: Demographics and Strategymentioning

confidence: 99%

Section: Firm: Demographics and Strategymentioning

confidence: 99%

Section: Hypothesis 6: Compared To Self-funded Firms Firms That Relymentioning

confidence: 99%

See 3 more Smart Citations

Dice Thrown From the Beginning?: An Empirical Investigation of Determinants of Firm Level Growth Expectations

Terjesen

Szerb

2008

Estudios de Economía

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The growth paradox, sustainable development, and business strategy

Edwards

2021

Bus Strat Env

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Economic growth is a two‐edged sword. Expanding economies and industries create wealth and employment, but global economic expansion is having unprecedented deleterious impacts on vital planetary systems. Despite this, the core strategic goal of all economies and many businesses continues to be the pursuit of ongoing economic growth. To resolve this paradox, a reconceptualization of firm‐level growth is presented. I describe and discuss the organizational characteristics of the growth paradox and follow this with a metatheoretical review of economic, organizational, and ecological perspectives on growth. From this review, a typology of firm‐level strategy is developed that radically reconceptualizes business growth as developmental activity primarily concerned with social–ecological flourishing. The features of this typology and its implications for business strategy are discussed according to three principles that emerged from the analysis: multidexterity, resilience thinking for design, and inclusive balance (embeddedness). Together, these strategy principles form the prerequisite management competencies needed for the development, implementation, and evaluation of sustainable business strategies. Transformative firm‐level responses to the growth paradox are needed if sustaining forms of organizational growth are to be achieved and this paper presents a novel integrative framework for informing those strategies.

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Sources of strategic flexibility in new ventures: An analysis of the role of resource leveraging practices

Brinckmann

Villanueva

Grichnik

et al. 2019

Strategic Entrepreneurship

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Research Summary Especially new firms need to be strategic flexible to proactively or reactively adjust to the market and internal demands as they aim to establish themselves. However, new firms vary in their degree of strategic flexibility. In this paper, we analyze resource management practices founders can use to increase the strategic flexibility of their firms. We depict how specific resource management practices can augment the strategic flexibility of a new firm in addition to the strategic flexibility resulting from their actual resource base. Scrutinizing innovative resource management practices in various domains, our findings especially underline the importance of specific innovative resource management practices in the financial domain to increase the strategic flexibility. Managerial Summary For entrepreneurs being independent is frequently the ultimate goal. Still, founders frequently find themselves in constraints that limit their freedom to act. In this research, we analyze various activities founders can undertake to increase the strategic flexibility of their firm. We find that specific practices in the financial resource management domain focusing on cash‐flow optimization such as quick customer payments and delaying supplier payments prove especially effective for providing more strategic flexibility for the nascent firms, while other ones do not appear to increase the strategic flexibility.

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What Do We Know About Small Firm Growth?

Cited by 83 publications

References 98 publications

Dice Thrown From the Beginning?: An Empirical Investigation of Determinants of Firm Level Growth Expectations

Dice Thrown From the Beginning?: An Empirical Investigation of Determinants of Firm Level Growth Expectations

The growth paradox, sustainable development, and business strategy

Sources of strategic flexibility in new ventures: An analysis of the role of resource leveraging practices

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