Age, Order of Entry, Strategic Orientation and Organizational performance

By Rodolphe Durand, Régis Coeurderoy. 2001

264 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/ce2948f9f2e5923e18b1ac2de5dc52cc87418942

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Citations in the corpus

Is innovation always beneficial? A meta-analysis of the relationship between innovation and performance in SMEs (2011, background): “A basic distinction can be made between the strategic orientation of a firm with respect to innovation (Durand and Coeurderoy, 2001; Edelman et al., 2005; Narver et al., 2004) and the actual process of managing the creation of innovations (DeCarolis, 2003; Deeds, 2001).”
Entrepreneurial Orientation and International Scope: The Differential Roles of Innovativeness, Proactiveness, and Risk-Taking (2014, background): “In addition, we control for firm age because older firms will have had more opportunities to internationalize and grasp the process (Johanson and Vahlne, 1977), while younger firms possess the flexibility and learning capabilities needed to adapt to foreign markets (Durand and Coeurderoy, 2001).”
Cognition and Renewal: Comparing CEO and Organizational Effects on Incumbent Adaptation to Technical Change (2009, background): “Because prior research has suggested that older organizations may have more available resources to pursue new opportunities (Hannan and Freeman 1989), and other studies on market entry have discussed relationships between age and the decision to enter new markets ( Durand and Coeurderoy 2001, Mitch”
Did firm age, experience, and access to finance count? SME performance after the global financial crisis (2018, unknown): “(Chandler and Hanks, 1993 and 1994; Durand and Coeurderoy, 2001; Nunes, 2013; Yasuda, 2005).”
Research on Competitive Dynamics: Recent Accomplishments and Future Challenges (2004, background): “Durand and Coeurderoy (2001) found that both pioneers and late entrants could benefit from a lowcost strategy, while early followers used differentiation strategies based on innovation or marketing.Covin, Slevin and Heeley (2000) found that different tactics led to higher sales growth for first move”
Behavioral and cognitive factors in entrepreneurship: entrepreneurs as the active element in new venture creation (2007, background): “Indeed, the decision to proceed with such activities often stems from entrepreneurs’ beliefs that they have identifi ed an opportunity no one else has yet recognized, and can benefi t from being fi rst to bring it to the marketplace (Durand and Coeruderoy, 2001).”
The cognitive perspective: a valuable tool for answering entrepreneurship's basic “why” questions (2004, background): “(Interestingly, however, growing evidence suggests that being an early follower may be more advantageous than being first in terms of order of entry into a market; Durand and Coerurderoy, 2001 ).”
Strategies for superior performance under adverse conditions: A focus on small and medium-sized high-growth firms (2014, background): “The strategy–firm growth relationship has received much attention (Baum et al., 2001; Coad, 2009; Durand and Coeurderoy, 2001), but despite numerous studies, the results have been somewhat inconclusive.”
The effects of regional capital subsidies on firm performance: an empirical study (2004, background): “Many researchers have found an insignificant effect of firm size on performance (Durand and Coeurderoy, 2001; Lauterbach and Vaninsky, 1999; Mudambi and Nicosia, 1998).”
What really happens to small and medium-sized enterprises in a global economic recession? UK evidence on sales and job dynamics (2015, unknown): “Reassuringly, this result holds across countries (see Durand and Coeurderoy, 2001, for French evidence, Cooper et al, 1994, for US evidence and, Meager et al, 2004, for UK evidence).”