Clear and Present Danger: Planning and New Venture Survival Amid Political and Civil Violence

By Shon R. Hiatt, Wesley David Sine. 2014

176 citations recorded by the source corpus.

Many entrepreneurs in developing economies face unstable environments due to violence and civil unrest. Yet, we know very little about how environments characterized by high levels of political and civil violence affect new venture processes and survival. Moreover, it is unclear whether standard theories about organizational strategy, such as planning, hold true in such environments. We explore these issues using a sample of 730 new ventures in Colombia from 1997 to 2001. We find that political and civil violence decreases firm survival, increases the benefits of incremental (operational) planning, and decreases the benefits of comprehensive (strategic) planning

Subfields: Business and International Management, Economics and Econometrics, Management of Technology and Innovation

View Paper: https://www.semanticscholar.org/paper/753c71542d3970933dbb094add1d668e14ae6e5f

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Citations in the corpus

Lords of the Harvest: Third-Party Influence and Regulatory Approval of Genetically Modified Organisms (2013, unknown): “Given that larger firms are likely to command both greater resources and greater power to affect regulatory decisions (Stigler, 1971; Carpenter, 2004), we controlled for firm size , defined as number of employees (Hiatt & Sine, 2013).”
How do resilience and self-efficacy relate to entrepreneurial intentions in countries with varying degrees of fragility? A six-country study (2020, background): “, 2010, 2011), violence, planning, resources, new business survival (Hiatt and Sine, 2014), conflict and war, the strain on the economy and access to resources, and socially destructive behaviours (Brück et al.”
The export performance of emerging economy firms: The influence of firm capabilities and institutional environments (2018, background): “This misalignment provides EEFs with a motivation to seek out exporting opportunities, and to switch their focus from domestic to foreign operations (Gonzalez & Lamanna, 2007; Hiatt & Sine, 2014; Lee &Weng, 2013).”
Institutional Strategies in Emerging Markets (2015, background): “As studies have shown, emerging market governments may be more susceptible to external conflicts, coups, and internal tensions – which can create a difficult operating environment for companies (Hiatt & Sine, 2014).”
Overcoming Institutional Voids: A Reputation-Based View of Long Run Survival (2017, background): “…between institutions and firm outcomes, proposing that effective strategies depend on and vary across different institutional environments (e.g. Ahuja and Yayavaram, 2011; Garcia-Canal and Guillen, 2008; Hiatt and Sine, 2014; Marquis and Raynard, 2015; Peng, Sun, Pinkham, and Chen, 2009).”