Firm, strategic group, and industry influences on performance

By Jeremy C. Short, Dave J. Ketchen, Jr, T. Palmer, G. Tomas, M. Hult. 2007

399 citations recorded by the source corpus.

Subfields: Accounting, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/3d568b92a80fc53840bbd4e779a727639b266428

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Citations in the corpus

Marketing Performance Measurement Systems: Does Comprehensiveness Really Improve Performance? (2012, methodology): “…different product market characteristics lead to very different, industry-specific profit margins, we believed that comparing absolute ROS over different industries could bias our analyses (Short et al. 2007).8 We validated the ROS performance measure reported by marketing managers in several ways.”
On the value relevance of customer satisfaction. Multiple drivers and multiple markets (2012, background): “ship is significantly associated with financial performance ( Short et al. 2007 ).”
The Impact of Innovation on the Performance of Small and Medium Manufacturing Enterprises: Evidence from Malaysia (2013, background): “Different firm uses different strategies of performance (Collins and Porras, 2000); hence, a firm’s performance is concentrated in its strategy (Short et al., 2007).”
Construct Validation Using Computer-Aided Text Analysis (CATA) (2010, background): “Differences in firm performance have often been found based on industry (e.g., Rumelt, 1991; McGahan & Porter, 1997) and strategic group membership (e.g., Short, Ketchen, Palmer, & Hult, 2007).”
Firm and industry effects on firm performance: A generalization and extension for new ventures (2009, methodology): “Conclusions concerning our competing hypotheses were based on comparing the amount of variance explained at each level of analysis for new ventures versus established fi rms; this was the approach used in Short et al. (2007) for comparing HLM-based effects.”
SME Innovative Capacity, Competitive Advantage and Performance in a 'Traditional' Industrial Region of Portugal (2009, neutral): “…various studies on this theme, a research model was developed with the following five dimensions: (1) the firm (Ferreira, 2003; Acquaah, 2007; Short et al., 2007); (2) the entrepreneur (Ferreira, 2003); (3) the firm’s external business environment (Hitt, et al. , 2001; Elbanna and Child,…”
Categories and Competition (2017, background): “…appears in strategic management journals, as scholars continue to flesh out the implications of “middle-level” categories straddling firm level distinctiveness and market-based competitive forces (e.g., Más-Ruiz et al., 2005; Lee, Lee and Rho, 2002; Short et al., 2007; DeSarbo and Grewal, 2008).”