Competitive Analysis and New Venture Performance: Understanding the Impact of Strategic Uncertainty and Venture Origin*

By Shaker A. Zahra, Donald O. Neubaum, Galal M. El-Hagrassey. 2002

193 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/be5a410a2f0eebe4dc34e50cb1cce6a8d29ea15d

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In Strategy and Management

Citations in the corpus

Entrepreneurs' Social Skills and New Venture Performance: Mediating Mechanisms and Cultural Generality (2009, background): “Therefore, the use of multiple indicators to gauge new venture performance has been recommended by several researchers (Zahra et al., 2002).”
Obstacles to the growth of new SMEs in South Africa: A principal component analysis approach (2010, background): “Therefore, managers of new firms have to scan and interpret environmental changes (especially the extent of present or future competition) to maintain their firms’ viability and performance (Zahra et al., 2002).”
The moderating effect of organisational life cycle stages on the association between the interactive and diagnostic approaches to using controls with organisational performance (2015, result): “Similarly, previous studies have reported that strategic uncertainty is linked with organisational performance (Widener, 2007; Zahra et al., 2002).”
Entrepreneurship and dynamic capabilities: how firm age and size affect the ‘capability enhancement–SME performance’ relationship (2012, background): “A younger firm is not weighed down by the inertia existing at older firms, inertia that would impede the learning required to effectively use DCs (Zahra et al. 2002).”
Less is More, or Not? On the Interplay between Bundles of Slack Resources, Firm Performance and Firm Survival (2015, unknown): “Paralleling prior research (McDougall and Oviatt, 1996; Zahra, 1996; Zahra et al., 2002), we define firms as new when they are eight years old or less and as later-stage when they are more than eight years old.”