Entry timing, exploration, and firm survival in the early U.S. bicycle industry

By Glen Dowell, A. Swaminathan. 2006

116 citations recorded by the source corpus.

Subfields: Economics and Econometrics, Management Science and Operations Research, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/dab972b6024367c819befbd92e3b24589dbb6102

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Citations in the corpus

Competitive dynamics, strategic consistency, and organizational survival (2009, background): “For example, a firm that has a strong imprint to conduct certain types of activities due to its formal structure and strategic mission may ignore the dynamism in the surrounding environment (e.g. Levinthal and March, 1993; Christensen and Bower, 1996; Dowell and Swaminathan, 2006; Siggelkow, 2001).”
Greenwash vs. Brownwash: Exaggeration and Undue Modesty in Corporate Sustainability Disclosure (2015, background): “Among the impediments to growth identified in the literature is a changing technological regime (Tushman and Anderson 1986, Dowell and Swaminathan 2006).”
Entry Timing (2015, background): “For example, there is a rich literature that explores population ecology that uses markers such as niche width, resource partitioning, and density dependence (e.g., Dobrev & Gotsopoulos, 2010; Dowell & Swaminathan, 2006; Hannan & Freeman, 1989).”
The Influence of Prior Industry Affiliation on Framing in Nascent Industries: The Evolution of Digital Cameras (2012, background): “…an important role in many new industries, but the focus of most research has been on whether firms enter, when they enter, and whether they survive – not on the variation in product artifacts they introduce (e.g. Mitchell, 1989; Mitchell, 1991; Carroll et al., 1996; Dowell and Swaminathan, 2006).”
Product innovation in emerging market-based international joint ventures: An organizational ecology perspective (2008, background): “For example, Dowell and Swaminathan (2006) have investigated the American bicycle industry and have found that early entrants who have established a strong position in the industry are least likely to make the conversion to the product generation that later becomes the dominant design in the…”
Alliance partners and firm performance: resource complementarity and status association (2009, methodology): “This approach has also been widely adopted in prior research (e.g., Dowell and Swaminathan, 2006).”
Growing pains: Pre-entry experience and the challenge of transition to incumbency† (2012, background): “…and industry evolution: firm size (Acs and Audretsch, 1990; Agarwal et al., 2009; Caves, 1998; Sutton, 1997) tenure in industry (Agarwal et al., 2009; Stinchcombe, 1965; Tripsas, 2009), and experience with prior technological regime (Dowell and Swaminathan, 2006; Tushman and Anderson, 1986).”
Will firms go green if it pays? The impact of disruption, cost, and external factors on the adoption of environmental initiatives (2017, background): “…change are not fixed, but vary according to the firm’s current position, and two firms can view the same change initiative as having different degrees of disruption, because they may start with market positions or technologies that are different (Dowell and Swaminathan, 2006; Haveman, 1993).”
Exploration and Exploitation in Innovation: Reframing the Interpretation (2008, background): “Some define the degree of exploration as the variety of technological trajectories developed by a firm since its initial choice of technology (Dowell & Swaminathan, 2006).”
Entry into Platform-Based Markets (2012, background): “Much of the literature on entry focuses on understanding the order-of-entry effect (e.g., Mitchell, 1991; Robinson, Fornell, and Sullivan, 1992; Fuentelsaz, Gomez, and Polo, 2002; Dowell and Swaminathan, 2006) and how the resources and capabilities possessed by an entrant affect its post-entry perfo”
“What’s Past Is Prologue” (2015, background): “At the organizational level, these include competitive dynamics and aspirations (Jones, 2001; Shinkle & Kriauciunas, 2012), convergence to dominant designs (Dowell & Swaminathan, 2006), and relative status of organizational subunits (Boeker, 1989b).”
Resources, Environmental Change and Survival: Asymmetric Paths of Young Independent and Subsidiary Organizations (2011, background): “Substantial changes in environments can undercut the appropriateness of developed routines and the attractiveness of protected positions, leaving organizations vulnerable (Dowell and Swaminathan, 2006; Ruef, 1997).”