Resources, Environmental Change and Survival: Asymmetric Paths of Young Independent and Subsidiary Organizations

By S. Bradley, Howard E. Aldrich, Dean A. Shepherd, Johan Wiklund. 2011

192 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/3aaddd97a62c63569509730bf1957c57c883282d

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Citations in the corpus

Contextualization and the advancement of entrepreneurship research (2014, background): “The factors that trigger these changes have received attention, highlighting shifts in an industry’s landscape (Short et al., 2009), the nature and mix of competition (e.g. entry by foreign companies), and change in the strategic context in which new ventures compete (Bradley et al., 2011a).”
From social capital to entrepreneurial orientation: The mediating role of dynamic capabilities (2017, background): “However, the direct links of a subsidiary can improve it if the parent company has a more innovative or proactive behavior (Bradley et al., 2011; Covin & Slevin, 1991).”
Strategic Entrepreneurial Internationalization: A Normative Framework (2017, background): “On the downside, specialization may make the venture vulnerable to environmental jolts that undermine the venture’s niche (Bradley et al., 2011; Burns and Stalker, 1961; Freeman and Hannan, 1983).”
Operational Slack and Venture Survival (2013, methodology): “…C. Patel Miller College of Business, Ball State University, Muncie, Indiana 47306, USA, pcpatel@bsu.edu Vinit Parida Division of Entreprenuership, Luleå University of Technology, 97187, Luleå, Sweden, vinit.parida@ltu.se S lack can act as a double-edged sword.”
Slack resources, firm performance, and the institutional context: Evidence from privately held European firms (2017, methodology): “Recoverable slack is measured as inventories and accounts receivables divided by total assets (Bradley et al., 2011b).”
Untangling the relationships among growth, profitability and survival in new firms (2013, unknown): “of competitive abilities are primarily a function of firm size (Bradley et al., 2011; Barnett and McKendrick, 2004), ensuring survival of the firm is a primary motivation for very small firms to engage in growth.”