The Survival Benefits of Service Intensity for New Manufacturing Ventures: A Resource-Advantage Theory Perspective

2019 ◽  
Vol 22 (4) ◽  
pp. 352-370 ◽  
Author(s):  
Pankaj C. Patel ◽  
John A. Pearce ◽  
Maria J. Guedes
Keyword(s):  
Empirical Study ◽  
Labor Productivity ◽  
New Ventures ◽  
Current Ratio ◽  
Service Intensity ◽  
Self Selection ◽  
Comprehensive Data ◽  
Resource Advantage Theory ◽  
Established Firms ◽  
Resource Advantage

We investigate the association between service intensity and the survival odds of new manufacturing ventures. Although previous research extensively addresses the value of servitization in established firms, this is the first empirical study that asks whether service intensity, defined as the percentage of sales from services, is beneficial or detrimental to new ventures. Drawing on resource-advantage theory, we further ask whether, under increasing service intensity, new ventures with a higher industry-adjusted ratio of tangible to total assets, labor productivity, or current ratio improve survival odds. Based on a comprehensive data on 6,683 new Portuguese manufacturing ventures founded between 2006 and 2010 and followed until 2015 (33,272 venture-year observations), the results show that higher service intensity lowers the odds of survival. For entrepreneurs, we caution against higher service intensity but demonstrate that survival odds can improve under increasing service intensity when the company can achieve a higher industry median–adjusted ratio of tangible to total assets, improved labor productivity, or a stronger current ratio position. The findings are robust after controlling for endogeneity and self-selection into services.

Regulation, New Venture Creation, and Resource-Advantage Theory: An Analysis of the U.S. Brewing Industry

2018 ◽  
Vol 43 (5) ◽  
pp. 999-1017 ◽  
Author(s):  
Wesley M. Friske ◽  
Miles A. Zachary
Keyword(s):  
New Ventures ◽  
Social Costs ◽  
Tax Credits ◽  
New Venture ◽  
New Venture Creation ◽  
Venture Creation ◽  
Brewing Industry ◽  
Resource Advantage Theory ◽  
The U.S ◽  
Resource Advantage

Regulation is an important means by which policymakers address social costs. However, recent research suggests that managing social costs often comes at the expense of entrepreneurial activity. We explore this duality by extending resource-advantage theory to examine the effects of excise taxes, small business tax credits and exemptions, and sales restrictions on rates of new venture creation in the U.S. brewing industry. Our longitudinal analysis of state-level brewery regulations reveals that taxes and sales restrictions have adverse but limited effects on new venture creation over time. Furthermore, tax credits and exemptions are positively associated with growth rates of new ventures.

Resource-Advantage Theory: A Snake Swallowing Its Tail or a General Theory of Competition?

1997 ◽  
Vol 61 (4) ◽  
pp. 74-82 ◽  
Author(s):  
Shelby D. Hunt ◽  
Robert M. Morgan
Keyword(s):  
General Theory ◽  
Perfect Competition ◽  
New Paradigm ◽  
Competition Theory ◽  
Resource Advantage Theory ◽  
Level Analysis ◽  
Resource Advantage

Deligönül and çavuşgil (1997) conduct a paradigm-level analysis of resource-advantage (R-A) theory. They argue that (1) Hunt and Morgan (1995) offer resource-advantage theory as a replacement for perfect competition theory, (2) a successful challenger to any theory must come from a new paradigm, (3) but both perfect competition and R-A theory come from the same paradigm. Therefore, (4) the replacement thesis is dubious. We evaluate their argument.

scholarly journals The Role of Accelerator Designs in Mitigating Bounded Rationality in New Ventures

2018 ◽  
Vol 64 (4) ◽  
pp. 810-854 ◽  
Author(s):  
Susan L. Cohen ◽  
Christopher B. Bingham ◽  
Benjamin L. Hallen
Keyword(s):  
Bounded Rationality ◽  
New Ventures ◽  
Multiple Case Study ◽  
New Venture ◽  
External Information ◽  
Start Up ◽  
Multiple Case ◽  
Established Firms

Using a nested multiple-case study of participating ventures, directors, and mentors of eight of the original U.S. accelerators, we explore how accelerators’ program designs influence new ventures’ ability to access, interpret, and process the external information needed to survive and grow. Through our inductive process, we illuminate the bounded-rationality challenges that may plague all ventures and entrepreneurs—not just those in accelerators—and identify the particular organizational designs that accelerators use to help address these challenges, which left unabated can result in suboptimal performance or even venture failure. Our analysis revealed three key design choices made by accelerators—(1) whether to space out or concentrate consultations with mentors and customers, (2) whether to foster privacy or transparency between peer ventures participating in the same program, and (3) whether to tailor or standardize the program for each venture—and suggests a particular set of choices is associated with improved venture development. Collectively, our findings provide evidence that bounded rationality challenges new ventures differently than it does established firms. We find that entrepreneurs appear to systematically satisfice prematurely across many decisions and thus broadly benefit from increasing the amount of external information searched, often by reigniting search for problems that they already view as solved. Our study also contributes to research on organizational sponsors by revealing practices that help or hinder new venture development and to emerging research on the lean start-up methodology by suggesting that startups benefit from engaging in deep consultative learning prior to experimentation.

Does holistic cognition frame always promote business model design?

2019 ◽  
Vol 13 (4) ◽  
pp. 840-859 ◽  
Author(s):  
Yong Wu ◽  
Linqian Zhang ◽  
Zelong Wei ◽  
Mingjun Hou
Keyword(s):  
Business Model ◽  
Design Methodology ◽  
New Ventures ◽  
Model Design ◽  
Content Type ◽  
Business Model Design ◽  
Established Firms ◽  
The Relationship ◽  
Positive Effect ◽  
Holistic Cognition

Purpose This paper aims to explore the effects of holistic cognition frame on novelty-centered business model design and efficiency-centered business model design. Moreover, the authors consider how these effects differ in new ventures vs established firms. Design/methodology/approach The authors use survey data to testify the hypotheses based on a database of 204 firms in China. Then, regression analysis is used to examine the relationship between holistic cognition frame and business model design. They also explore the contingency effects of new ventures and established firms on the relationships. Findings The authors find that the holistic cognition frame has a positive effect on efficiency-centered business model design, whereas it has an inverse U-shaped effect on novelty-centered business model design. Furthermore, they find that the effects of holistic cognition frame on efficiency-centered business model design and novelty-centered business model design are different in established firms and new ventures. Originality/value This work offers new insights into the effects of holistic cognition frame on business model design and provides useful suggestions for firms to promote business model design.

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