Efficiency, flexibility, or both? Evidence linking strategy to performance in small firms

By J. Ebben, A. Johnson. 2005

537 citations recorded by the source corpus.

Subfields: Accounting, Economics and Econometrics, Management of Technology and Innovation

View Paper: https://www.semanticscholar.org/paper/2f3a6c6eb2c277c3b6ed396dd7d1c530758674c0

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Citations in the corpus

Exploitative Learning and Entrepreneurial Orientation Alignment in Emerging Young Firms: Implications for Market and Response Performance (2007, unknown): “This method has previously been used to benchmark the marketing capabilities of high-performing firms (Vorhies and Morgan, 2005), assess small firm strategic choice (Ebben and Johnson, 2005) and measure alignment between relational conditions and product performance (Hewett et al., 2003).”
Strategic Entrepreneurial Internationalization: A Normative Framework (2017, background): “The flexibility argument emphasizes the need of new ventures to adapt to unpredictable environments (Brown and Eisenhardt, 1997; Davis, Eisenhardt and Bingham, 2009; Ebben and Johnson, 2005; Eisenhardt, Furr and Bingham, 2010).”
Effects of knowledge management strategy on organizational performance: A complementarity theory-based approach (2008, result): “This result is generally consistent with previous studies which suggest that internal organizational tensions (between tacit-oriented and explicitoriented strategies in this study) are difficult to reconcile, leading to potential performance deficits [43,44].”
Organizational Ambidexterity: Past, Present, and Future (2013, background): “Although several studies report no effects for ambidexterity on performance (Ebben & Johnson, 2005) and others find effects only under specific conditions, the overall conclusion appears clear: In uncertain environments, organizational ambidexterity appears to be positively associated with…”
Antecedents and consequences of marketing dynamic capabilities in international joint ventures (2009, background): “Furthermore, according to Eisenhardt and Martin (2000), dynamic capabilities are a set of specific and identifiable organizational processes in response to environmental market changes.”
Linking strategic flexibility and operational efficiency: the mediating role of ambidextrous operational capabilities (2014, background): “…Kaplan and Norton, 2008; Prahalad and Krishnan, 2002) as well as various academic literatures, such as operations management (e.g., Anand and Ward, 2004; Bordoloi et al., 1999; Boyer and Lewis, 2002; Ferdows and De Meyer, 1990) and strategic management (e.g., Ebben and Johnson, 2005; Kotha, 1995).”
Strategic planning and performance: extending the debate (2008, background): “…in the strategic management literature, to date there have been no empirical investigations of their simultaneous relationships; somewhat compounded by a lack of conceptual clarity surrounding the notion of flexibility (Dreyer and Gronhaug, 2004; Worren et al., 2002; Ebben and Johnson, 2005).”
Organizational Ambidexterity: Antecedents, Outcomes, and Moderators (2008, background): “Ebben and Johnson (2005) empirically show that small firms may benefit more from a one-sided orientation than from mixed strategies.”
Business model innovation vs replication: financial performance implications of strategic emphases (2010, background): “Thus, the finding departs from certain findings in earlier research that stress the difficulties that small firms may face in combining competing strategies (cf. Ebben & Johnson, 2005; Hughes et al., 2007).”
Generic strategies and firm performance in SMEs: a longitudinal study of Austrian SMEs (2010, background): “In addition to differentiation strategies, low cost strategies assume a central role for SMEs (Ebben and Johnson 2005).”
Creating ambidexterity by integrating and balancing structurally separate interorganizational partnerships (2010, background): “In this vein, Ebben and Johnson (2005) and Giarratana and Fosfuri (2007) have indicated that separation is necessary because firms pursuing either exploration or exploitation generally outperform those adopting a mixed strategy.”