Business Planning in Entrepreneurship
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Questions and Answers

What are the two opposing theoretical perspectives regarding business planning (BP) in entrepreneurship?

One perspective suggests BP fosters decision speed and resource efficiency, while the other argues it can lead to cognitive rigidities and limited flexibility.

Why is there inconsistency in empirical research on the planning-performance relationship?

The research findings vary because they draw from heterogeneous samples, including both new and established firms, and lack systematic integration.

What is meant by cognitive rigidities, and how can they affect entrepreneurship?

Cognitive rigidities refer to fixed patterns of thinking that can limit an entrepreneur's strategic flexibility and adaptability in decision-making.

What role do universities and BP competitions play in fostering entrepreneurship?

<p>Universities teach the importance of business plans, and BP competitions facilitate entrepreneurship and regional development.</p> Signup and view all the answers

How does Evidence-Based Approach (EBA) aim to enhance the understanding of BP's impact on performance?

<p>EBA systematically analyzes and appraises empirical findings to overcome biases, sampling issues, and improve external validity.</p> Signup and view all the answers

What are the moderating factors analyzed in the paper that affect the relationship between BP and firm performance?

<p>The paper analyzes the development stage of the firm and other contextual factors that may influence performance.</p> Signup and view all the answers

Explain the risks associated with type one errors in the context of BP research.

<p>Type one errors occur when researchers incorrectly conclude that BP has a positive impact on performance when it does not.</p> Signup and view all the answers

What potential drawbacks can arise from focusing too much on business planning?

<p>Overemphasis on BP may prevent entrepreneurs from pursuing critical activities like resource acquisition and organizational development.</p> Signup and view all the answers

What are the implications of high uncertainty and missing information on the benefits of business planning (BP) for new firms?

<p>High uncertainty and missing information reduce the positive effect of BP on performance in new firms.</p> Signup and view all the answers

How does the concept of uncertainty avoidance (UA) influence business planning outcomes?

<p>Higher UA reduces the benefits of BP, limiting its effectiveness in planning processes.</p> Signup and view all the answers

In what ways does business planning contribute to effective resource utilization?

<p>Business planning provides insights into how resources can be allocated efficiently to maximize performance.</p> Signup and view all the answers

What activities should firms prioritize in their initial years according to the implications of business planning?

<p>Firms should focus on basic BP activities and allocate resources to enable information gathering and learning.</p> Signup and view all the answers

What role does meta-analysis serve in understanding business planning and performance relationships?

<p>Meta-analysis aggregates prior empirical evidence to assess overall directions and effect sizes.</p> Signup and view all the answers

Explain the principle of 'bird in the hand' in the context of effectuation.

<p>'Bird in the hand' emphasizes starting with existing means and resources to create business opportunities.</p> Signup and view all the answers

What does the 'affordable loss' principle suggest about entrepreneurial risk-taking?

<p>Entrepreneurs determine what they can afford to lose rather than focusing on expected profits.</p> Signup and view all the answers

How can unexpected events become valuable opportunities according to effectuation principles?

<p>Entrepreneurs learn to work with surprises and leverage them to create new avenues for growth.</p> Signup and view all the answers

What limitation is noted regarding Hofstede's cultural dimensions in relation to business planning?

<p>Hofstede's model over-reduces cultural diversity and complexity factors affecting business dynamics.</p> Signup and view all the answers

What key insights are gained from the legitimization benefits of written business planning?

<p>Written BP legitimizes the planning process and communicates intentions to stakeholders.</p> Signup and view all the answers

What was the final sample size for studies included in the meta-analysis regarding business planning?

<p>The final sample consisted of 47 studies with 52 independent samples.</p> Signup and view all the answers

Why is close execution of a business plan not beneficial per se?

<p>Strict adherence to a BP can limit strategic flexibility and responsiveness to market changes.</p> Signup and view all the answers

What does the 'crazy quilt' principle emphasize in entrepreneurial strategy?

<p>The 'crazy quilt' principle emphasizes building partnerships over competing directly.</p> Signup and view all the answers

How does the written business plan create symbolic benefits for entrepreneurs?

<p>A written BP symbolizes commitment and organizes thoughts, enhancing the entrepreneur's credibility.</p> Signup and view all the answers

What methodological approaches were utilized in the literature search for the study?

<p>The literature search involved keyword searches in databases and reviewing selected journals issue by issue.</p> Signup and view all the answers

What is the significance of entrepreneurs taking their product to the nearest potential customer?

<p>It facilitates early feedback and commitment from customers, influencing the venture creation process.</p> Signup and view all the answers

How can entrepreneurs control their future without needing to predict it?

<p>By focusing on controllable aspects of their environment and engaging with the actions that shape their outcomes.</p> Signup and view all the answers

What are the potential negative outcomes of early internationalization for a firm's survival?

<p>Early internationalization can lead to high costs and capability development challenges that threaten firm survival.</p> Signup and view all the answers

What does the research aim to resolve regarding early internationalization and firm survival?

<p>It seeks to clarify the implications of early internationalization on growth and survival by exploring moderating factors.</p> Signup and view all the answers

What is the relationship between intangible assets and a firm's internationalization strategy?

<p>Intangible assets positively moderate the benefits gained from a firm's internationalization strategy.</p> Signup and view all the answers

Why is managerial experience important in the context of internationalization?

<p>Managerial experience can substitute for organizational experience, facilitating capability development in new markets.</p> Signup and view all the answers

How do older firms face challenges in the context of early internationalization?

<p>They experience learning disadvantages and higher costs in developing necessary capabilities for international expansion.</p> Signup and view all the answers

What implications do early stages of internationalization have on firm capabilities?

<p>The costs of developing capabilities and lack of positional advantages threaten firm survival during early internationalization.</p> Signup and view all the answers

What is the significance of hiring managers with international experience for a new venture?

<p>It enhances the growth and survival prospects of the venture by bringing valuable market knowledge and skills.</p> Signup and view all the answers

What does the S-curve hypothesis imply regarding international diversification and firm performance?

<p>It suggests that firm performance varies with the extent of international diversification, typically following an S-shaped curve.</p> Signup and view all the answers

What is meant by organizational imprinting in the process of internationalization?

<p>It refers to the lasting effects of early internationalization experiences that shape a firm's adaptability and growth potential.</p> Signup and view all the answers

In the context of internationalization, how do capabilities developed affect later stages of a firm?

<p>Capabilities developed during internationalization create organizational structures that enhance adaptability and facilitate growth.</p> Signup and view all the answers

What framework aims to explain the influence of internationalization on firm's survival and growth?

<p>The framework is based on the dynamic capabilities view of the firm, focusing on factors like age at internationalization and managerial experience.</p> Signup and view all the answers

Why do managers need to take a long-term view of internationalization?

<p>A long-term perspective helps in developing capabilities for managing complexity and maximizing performance from international strategies.</p> Signup and view all the answers

What role do structural inertia and rigidities play for firms entering new markets?

<p>They act as barriers hindering a firm's ability to learn about new markets and adapt its resource configurations.</p> Signup and view all the answers

What are the two main types of establishment mode choices (EMC) examined in the research?

<p>Acquisition and greenfield investment.</p> Signup and view all the answers

Explain the importance of the Resource-Based View (RBV) in the context of EMC.

<p>The RBV emphasizes managing valuable, rare, inimitable, and non-substitutable resources to achieve a sustainable competitive advantage.</p> Signup and view all the answers

What is cultural distance (CD) and why is it significant to a firm's EMC?

<p>Cultural distance refers to the differences in culture between home country and host country, and it can lead to information deficits affecting resource management.</p> Signup and view all the answers

What are the components of the VRIN framework?

<p>Valuable, Rare, Inimitable, and Non-substitutable.</p> Signup and view all the answers

Identify two types of resources categorized under knowledge-based and experience-based resources.

<p>Knowledge-based: Technological resources; Experience-based: General international experience.</p> Signup and view all the answers

Discuss the methodological approach taken in the meta-analysis of EMC.

<p>The study employed correlation coefficients as effect-size indexes and conducted Hedges and Olkin meta-analysis to estimate mean-correlations.</p> Signup and view all the answers

What was a key finding validated in the study regarding EMC?

<p>Both Hypothesis 1 and Hypothesis 2 were validated.</p> Signup and view all the answers

How does structural integration affect post-merger innovation capabilities?

<p>Structural integration can undermine innovation capabilities by altering valuable organizational routines.</p> Signup and view all the answers

Describe the concept of interdependence in relation to structural integration.

<p>Interdependence signifies that the value of performing one activity depends on how another activity is performed.</p> Signup and view all the answers

What implications does the research suggest for managers when choosing an EMC?

<p>Managers need to consider the firm's various resources along with the environmental context.</p> Signup and view all the answers

What limitation was identified regarding the categorization of resources in the study?

<p>The study had a limited number of primary studies in some resource sub-categories.</p> Signup and view all the answers

What is the significance of common ground in the context of post-merger integration?

<p>Common ground facilitates coordination between acquiring and target firms, even amidst structural integration.</p> Signup and view all the answers

How is the 'loss of autonomy effect' relevant in technology acquisitions?

<p>It refers to the negative impacts on productivity and motivation resulting from structural integration.</p> Signup and view all the answers

What was a key gap in prior EMC studies identified in the research?

<p>Most studies only focused on single resources, neglecting the diverse types that firms possess.</p> Signup and view all the answers

What are the two types of coordination mentioned in contrast with each other?

<p>Structural integration and coordination based on common ground.</p> Signup and view all the answers

How does common ground influence the likelihood of structural integration in technology acquisitions?

<p>High levels of common ground reduce the likelihood of structural integration.</p> Signup and view all the answers

What hypothesis is proposed regarding common ground in acquisitions?

<p>Hypothesis 2 suggests that high common ground lowers the likelihood of structural integration in technology acquisitions.</p> Signup and view all the answers

What research methodology is used for the sample in this study?

<p>Event study methodology is used.</p> Signup and view all the answers

What years does the data cover for the 207 acquisitions studied?

<p>The data covers acquisitions from 1988 to 1998.</p> Signup and view all the answers

Name at least two major firms from which extensive interviews were obtained?

<p>Intel and Cisco Systems.</p> Signup and view all the answers

What are two critical control variables mentioned in the study?

<p>Target size and Acquirer R&amp;D Intensity.</p> Signup and view all the answers

Why is it difficult for firms to profit from innovation according to the discussed content?

<p>Research and development have costs and pioneering innovations may not immediately create a market.</p> Signup and view all the answers

What is one advantage of having a strong appropriability regime?

<p>It allows innovators to retain a large share of the profits from their innovations.</p> Signup and view all the answers

List one formal and one informal IP protection measure.

<p>Formal: Patents; Informal: Trade secrets.</p> Signup and view all the answers

What distinguishes incremental innovation from radical innovation?

<p>Incremental innovation offers minor improvements, while radical innovation creates advanced, distant knowledge.</p> Signup and view all the answers

What strategy did Merck employ to alter the appropriability regime?

<p>Merck collaborated with Washington University to create a public database of human sequence data.</p> Signup and view all the answers

What is a potential risk associated with the openness in innovation?

<p>Resources may be made available for others to exploit, complicating the protection of innovative efforts.</p> Signup and view all the answers

How do the authors view technological interdependence in relation to structural integration?

<p>They assume it is the primary form of interdependence influencing organizational treatment.</p> Signup and view all the answers

What is the duty of beneficence as described in the context of individual actions?

<p>It requires an individual to aid others to the extent that would be necessary if everyone complied with the duty to assist.</p> Signup and view all the answers

List two factors that influence how a company should respond to social issues.

<p>The nature of the problem and the company’s relationship to the issue.</p> Signup and view all the answers

According to Instrumental Stakeholder Theory (IST), what two ethical norms can lead to improved financial performance?

<p>Trustworthiness and fairness.</p> Signup and view all the answers

What is the key limitation noted in IST literature regarding ethical stakeholder management?

<p>It fails to explain why many firms treat stakeholders unethically despite positive performance effects.</p> Signup and view all the answers

Define an 'Arm's Length Relationship' in the context of stakeholder management.

<p>It is a loose relationship characterized by low investment, trust, and discrete transactions.</p> Signup and view all the answers

What does the concept of 'bounded self-interest' imply in stakeholder relationships?

<p>It suggests that people seek to maximize utility while adhering to norms of fairness and reciprocity.</p> Signup and view all the answers

What is the primary mechanism through which firms create value for stakeholders, according to the conclusion drawn?

<p>By distributing surplus value to a broad range of stakeholders who behave fairly.</p> Signup and view all the answers

Identify one reason why close relationship capabilities with stakeholders are considered rare.

<p>An arm's length relationship is often the default approach in stakeholder management.</p> Signup and view all the answers

What are two characteristics that make close relationship capabilities difficult to imitate?

<p>Path dependency and social complexity.</p> Signup and view all the answers

What does the acronym CSRE stand for in the context of stakeholder management strategies?

<p>Corporate Social Responsibility Engagement.</p> Signup and view all the answers

According to Milton Friedman, what is the primary goal of a firm?

<p>Profit maximization is the primary goal of a firm.</p> Signup and view all the answers

What does stakeholder theory propose about the firm's responsibility?

<p>Stakeholder theory suggests that firms should consider the interests of a broader range of constituents beyond just shareholders.</p> Signup and view all the answers

What are the two main concerns raised in the neoclassical view on organizations?

<p>The two central concerns are misappropriation and misallocation of corporate resources.</p> Signup and view all the answers

Name one normative reason to respect stakeholders according to Donaldson and Preston.

<p>One normative reason is the principle of fairness and reciprocity.</p> Signup and view all the answers

What is the role of the 'nexus of contracts' in the neoclassical view?

<p>The 'nexus of contracts' describes firms as legal entities that can engage in various contracts with multiple parties.</p> Signup and view all the answers

How does stakeholder theory challenge Friedman's traditional view?

<p>It argues that ignoring stakeholder interests undermines a firm's ability to maximize value.</p> Signup and view all the answers

What is a key aspect of the descriptive approach to stakeholder theory?

<p>The descriptive approach examines how managers actually attend to various stakeholders' interests.</p> Signup and view all the answers

What is meant by systematic efforts to fool participants in a business context?

<p>It refers to deceptive practices by managers that mislead stakeholders about resource allocation.</p> Signup and view all the answers

What type of research seeks to clarify how corporate actions affect stakeholders?

<p>Descriptive research aims to evaluate the impacts of corporate efforts on stakeholders.</p> Signup and view all the answers

According to the proposed inductive normative theory, what should be the starting point for actions?

<p>The starting point should be a consideration of the specific situation and its moral implications.</p> Signup and view all the answers

What are the five areas of inquiry proposed for descriptive research in stakeholder engagement?

<p>The five areas include appraising social stimuli, generating options, evaluating options, implementation, and consequences.</p> Signup and view all the answers

What is the fundamental argument against firms being involved in addressing social misery?

<p>The argument is that only freely elected governments should legitimately address social issues.</p> Signup and view all the answers

What does the term 'equivocal response' refer to in corporate social responsibility?

<p>An equivocal response indicates ambiguity or uncertainty in corporate actions regarding social issues.</p> Signup and view all the answers

Why is it important for firms to evaluate their responses to social misery?

<p>Evaluating responses ensures that efforts are effective and genuinely benefit their intended beneficiaries.</p> Signup and view all the answers

What does an instrumental approach to stakeholder theory investigate?

<p>It investigates the consequences of attending to a range of stakeholders for the firm’s performance.</p> Signup and view all the answers

What are the benefits of customers experiencing an SST failure in isolation compared to when observed by other customers?

<p>Customers in isolation are more satisfied and less embarrassed when an employee takes over after a transaction failure compared to when others are present.</p> Signup and view all the answers

What is the importance of situational awareness in service recovery during SST failures?

<p>Situational awareness allows service providers to tailor recovery strategies that reduce customer embarrassment and enhance satisfaction.</p> Signup and view all the answers

Define related diversification and its significance in corporate strategy.

<p>Related diversification involves entering markets or industries related to the firm's existing operations, enhancing synergies and resource utilization.</p> Signup and view all the answers

What are economies of scope and provide an example of their application?

<p>Economies of scope occur when a firm expands its activities, such as a finance company using its data for marketing reports.</p> Signup and view all the answers

What are the three tests a diversification move must pass to justify shareholder value?

<p>The three tests are the industry attractiveness test, the cost of entry test, and the better off test.</p> Signup and view all the answers

How does the design of a self-service area impact customer preferences during service recovery?

<p>The layout can influence whether customers prefer a full takeover by employees or to complete their transactions themselves.</p> Signup and view all the answers

What managerial implications arise from the research on SST failures?

<p>Managers should recognize the significance of the social environment in service failures and allocate resources to better handle recoveries.</p> Signup and view all the answers

Why might firms choose to diversify when they face diminishing growth prospects in their current industry?

<p>Firms diversify to explore new markets, reducing reliance on a stagnant industry and leveraging existing resources.</p> Signup and view all the answers

What role does the presence of other customers play in the preferred type of service recovery in SST situations?

<p>When other customers are present, patrons prefer employees to correct issues without taking over their transactions.</p> Signup and view all the answers

Explain the concept of strategic fit and its significance for organizations.

<p>Strategic fit refers to aligning a firm's resources and capabilities with external opportunities, enhancing competitiveness.</p> Signup and view all the answers

What is the main assertion of the Service Dominant Logic regarding value creation?

<p>Value is created through a unique combination of the customer’s resources and the provider’s resources.</p> Signup and view all the answers

According to Media Richness Theory, what are the characteristics that media should have to be effective?

<p>Media should convey communicative cues, provide immediate feedback, support language variety, and allow personalization.</p> Signup and view all the answers

How does Channel Expansion Theory define the perceived richness of a medium?

<p>It depends on the medium's characteristics as well as the user’s unique experience with it.</p> Signup and view all the answers

What is the relationship between self-service and personal service usage according to Hypothesis H1?

<p>It suggests a U-shaped relationship where extreme usage of either type increases the likelihood of customer defection.</p> Signup and view all the answers

How does the duration of a customer’s relationship with a provider affect their likelihood of defection?

<p>Longer customer-provider relationships weaken the effect of self-service on defection likelihood.</p> Signup and view all the answers

What limitation does the study identify concerning the focus on one firm?

<p>It limits the generalizability of the findings to other contexts.</p> Signup and view all the answers

What do the authors suggest managers should allow for new customers regarding service channels?

<p>Managers should allow new customers to experience their relationship through a variety of service channels.</p> Signup and view all the answers

How can customer behavior during a self-service failure impact their recovery preferences?

<p>Self-monitoring by customers can change their preferences for having employee support during a failure.</p> Signup and view all the answers

What conflicting findings exist regarding customer preferences after a self-service failure?

<p>Some customers prefer no employee involvement, while others want support when failures occur.</p> Signup and view all the answers

What could future research on this topic explore according to the limitations mentioned?

<p>Future research could assess the implications of the framework in intercultural settings.</p> Signup and view all the answers

What effect does high reliance on technology-based self-service have on customer retention?

<p>High reliance may not always be beneficial, potentially increasing defection rates.</p> Signup and view all the answers

How are active customers defined for the purpose of the study’s analysis?

<p>Active customers are those who use the service at least once every six months during the observation period.</p> Signup and view all the answers

What does the study's conclusion imply about the best way to retain customers?

<p>Customers who experience both self-service and personal service are less likely to defect.</p> Signup and view all the answers

What does self-monitoring theory suggest about customer behavior in social situations?

<p>Self-monitors adjust their behavior based on societal cues and the behavior of others.</p> Signup and view all the answers

What is one financial driver that supports servitization in businesses?

<p>Higher profit margins are a financial driver that supports servitization.</p> Signup and view all the answers

Why might sales teams be resistant to selling services in a servitization strategy?

<p>Sales teams may resist selling services because services are often perceived as intangible and less straightforward compared to products.</p> Signup and view all the answers

How can separation between product and service businesses impact a company's service performance?

<p>Separation can positively mediate the influence of managerial commitment on service financial and non-financial performance.</p> Signup and view all the answers

What role do customer insights play in the servitization process?

<p>Customer insights enable the development of tailored solutions that meet specific client needs.</p> Signup and view all the answers

Identify one strategic driver that encourages companies to servitize.

<p>The desire to achieve a sustainable competitive advantage is a strategic driver for servitization.</p> Signup and view all the answers

What limitation is noted regarding the sample in studies about servitization?

<p>The sample is limited to product manufacturing firms interested in services for the installed base.</p> Signup and view all the answers

What is one potential implication of managers adopting a service strategy?

<p>Managers can utilize models to identify capability gaps and prioritize development activities.</p> Signup and view all the answers

Explain the concept of the product-service paradox in the context of servitization.

<p>The product-service paradox refers to the difficulty in convincing stakeholders of the value of intangible services compared to tangible products.</p> Signup and view all the answers

What is meant by related diversification?

<p>Related diversification means entering new products or markets that have technological or marketing synergies with existing lines.</p> Signup and view all the answers

How does related diversification create strategic fits within a company's value chain?

<p>It allows firms to capture synergies and scope economies, leading to cost reductions along the value chain.</p> Signup and view all the answers

What distinguishes unrelated diversification from related diversification?

<p>Unrelated diversification involves entering businesses with no strategic fit or meaningful value chain connections.</p> Signup and view all the answers

What is the dominant logic of firms pursuing unrelated diversification?

<p>The dominant logic is to acquire any company that can be acquired on favorable financial terms and shows good profitability prospects.</p> Signup and view all the answers

What are attractive acquisition targets for companies pursuing unrelated diversification?

<p>Targets include financially distressed companies or those with undervalued assets and bright prospects but limited capital.</p> Signup and view all the answers

What does the research suggest about the relationship between intangible assets and types of diversification?

<p>There is a strong association between intangible assets and a preference for related diversification.</p> Signup and view all the answers

What is the ‘diversification discount’ and who is it most applicable to?

<p>The diversification discount refers to the phenomenon where conglomerates are valued less than the sum of their parts, applicable mainly to single-business firms diversifying once.</p> Signup and view all the answers

What role does absorptive capacity play in corporate diversification?

<p>Absorptive capacity enables firms to recognize and integrate new knowledge into their systems, which can positively influence diversification strategies.</p> Signup and view all the answers

How can internal growth strategies impact a firm's valuation compared to acquisitions?

<p>Firms using internal growth for diversification generally achieve higher valuations than those that rely on acquisitions.</p> Signup and view all the answers

What is indicated by the inverted U-shaped relationship in diversification-performance?

<p>The inverted U-shaped relationship suggests that moderate levels of diversification can maximize performance, while excessive diversification may hinder it.</p> Signup and view all the answers

According to the findings, how does resource flexibility relate to diversification types?

<p>There is a positive relationship between resource flexibility and unrelated diversification.</p> Signup and view all the answers

How were physical resources, intangible assets, and financial resources measured in the context of diversification?

<p>Physical resources were measured by order backlogs; intangible assets by R&amp;D and advertising intensity; and financial resources by metrics like long-term debt to market value.</p> Signup and view all the answers

What is meant by the term 'conglomerate discount'?

<p>The conglomerate discount refers to the valuation penalty faced by conglomerates, which are often valued at a lower market price compared to the sum of their individual business units.</p> Signup and view all the answers

What factors can influence a firm's decision to diversify into related or unrelated businesses?

<p>Factors include availability of physical capacity, presence of intangible assets, and access to financial resources.</p> Signup and view all the answers

Why are firms with more diversification often rewarded with value premiums?

<p>Firms with more diversification can achieve value premiums due to their ability to leverage diverse operations for greater financial performance.</p> Signup and view all the answers

Study Notes

Business Planning and Performance

  • Entrepreneurship education emphasizes the importance of business plans (BP) and their writing.
  • BP competitions are major tools to boost entrepreneurship and regional growth globally.
  • Investors typically require start-ups to submit BPs before considering investments.
  • Two competing theoretical perspectives exist:
    • BPs facilitate firm growth by speeding up decision-making and optimizing resource usage. Goal-setting promotes identifying effective steps to achieve those goals.
    • BPs can hinder activities like resource attainment or organizational development, leading to cognitive rigidity, organizational inertia, and limited strategic flexibility.
  • Existing research on the planning-performance relationship in entrepreneurship is inconsistent, with findings showing negative, null, or positive correlations.
  • Research is heterogeneous, including both new and established small firms, neglecting contextual differences between them.
  • The external validity and generalizability of findings are questionable without a systematic integration of individual empirical findings.
  • Reliant on studies suggesting a positive BP influence without considering contradicting evidence increases the risk of Type I errors – incorrectly assuming a positive BP impact on performance when it doesn't exist.
  • A meta-analysis was conducted to address the limitations of individual findings and narrative reviews.
  • Individual findings can be skewed by cognitive/normative biases, sampling and measurement issues, stochastic effects, or questionable external validity.
  • Narrative reviews often contain stereotypes and biases.
  • Meta-analysis is a systematic evaluation of existing empirical findings, originating from medical research.
  • This particular meta-analysis aimed:
    • To explore the overall relationship between business planning and performance.
    • To identify specific contexts where planning-based approaches lead to better performance.
    • Moderating factors considered include the firm's stage of development, the type of business planning employed, and the cultural context.
  • The study's findings offer valuable insights regarding information requirements for effective planning, the limitations of planning in complex and unpredictable situations, and understanding whether the "liability of newness" can be addressed through BPs.
  • It also explores how the legitimization and symbolic benefits of a written BP compare with the learning benefits gained during the business planning process, and how the functions of business planning vary for individuals in different cultural environments.
  • The study provided overall support for the idea that BP is a value-creating activity BUT not universally beneficial.
  • The findings challenge the common belief that BP is crucial for new firms, specifically demonstrating that:
    • High uncertainty and information shortages reduce the positive impact of BP on the performance of new firms.
    • Higher levels of uncertainty avoidance diminish the advantages of BP.
    • Strict adherence to BPs can hinder strategic flexibility and adaptability to change.
  • Benefits of BP stem from both its symbolic and learning aspects.
  • The study suggests:
    • Basic BP activities are sufficient for firms in their early years.
    • Allocate resources towards activities that gather information, reduce uncertainty, and promote learning.
    • Extensive pre-planning detached from market interaction and feedback appears detrimental.
    • Mental preparedness and willingness to adjust BPs are crucial.
    • Close execution of BPs might not be beneficial in itself.
    • The study acknowledges potential overlapping between new and established firms and limitations in using Hofstede's four-dimensional culture concept, which oversimplifies cultural diversity and complexity.
    • It also highlights that while meta-analysis quantifies the strength of relationships, it doesn't prove causality.

Causation and Effectuation

  • This section explores an alternative perspective to traditional business planning in the context of ventures with unknowns:
    • How do you price products/services when the market is undefined?
    • How do you make pricing decisions for a non-existing firm?
    • How do you hire for an organization that doesn't exist?
    • How do you attract applicants to a non-existent company whose existence depends on acquiring talent?
    • How do you value firms in an industry that didn't exist before and is still newly forming?
    • How do you establish a capitalist economy from a former communist one?
  • Causation: The concept of causation assumes a known goal or effect and focuses on the selection of means to achieve that effect.
  • Effectuation: The concept of effectuation starts with a set of available means and seeks to discover possible effects that can be achieved with those means.
  • Effectuation Principles
    • "Bird in the hand": Expert entrepreneurs begin with their existing resources:
      • Who they are
      • What they know
      • Who they know
    • They leverage these resources to imagine possibilities and take action.
    • Goals emerge through imagination, aspirations, and interactions during the process.
    • "Affordable loss": Entrepreneurs focus on what they're willing to lose (affordable loss), rather than what they expect to gain.
      • Affordable loss depends on the individual, not the venture.
      • This approach reduces reliance on predictions and promotes the development of opportunities with lower perceived failure costs, generating future options.
    • "Lemonade": Unexpected events can be opportunities. Entrepreneurs embrace surprises and leverage them into advantages.
      • Traditional BP often views surprises negatively, as worst-case scenarios.
      • Effectuation removes reliance on predetermined "markets," allowing surprises to create valuable opportunities.
    • "Crazy quilt": Partnerships are prioritized over competition.
      • Traditional BP often emphasizes competition over collaboration.
      • Competitive analyses have limited value when markets are undefined.
      • Entrepreneurs connect with potential customers and build strategic networks, shaping both the venture's direction and potential markets.
    • "Pilot in the plane": Entrepreneurs focus on controlling their environment.
      • Effectuation recognizes that the future is molded by human action.
      • It emphasizes understanding and collaborating with individuals involved in shaping the future.

Early Internationalization and Firm Performance

  • Early internationalizers challenge traditional internationalization theories.
    • Traditional theories suggest internationalization is an incremental process starting late in the firm's life cycle.
    • Early internationalization potentially has negative consequences for firm survival.
  • Early internationalization in technology-intensive industries can accelerate firm growth.
  • Existing frameworks for internationalization timing, such as the Process Theory of Internationalization (PTI) and the Internalization Theory (INV), don’t adequately explain the impact of early internationalization on survival and growth.
  • The paper aims to:
    • Develop a framework analyzing the influence of internationalization on firm survival and growth, based on the dynamic capabilities view of the firm.
    • Explain why early internationalization affects new ventures' growth and survival differently.
    • Build upon organizational survival literature and theorize that age at internationalization, managerial experience, and resource fungibility moderate the influence of internationalization on survival and growth.
  • The study suggests:
    • Existing frameworks highlight the importance of experience, learning, and knowledge, while overlooking enablers and constraints for early internationalization.
    • Early internationalization differentiates between growth and survival outcomes.
      • Initial stages of internationalization can be challenging, as developing necessary capabilities and lacking positional advantages can threaten survival.
      • Later stages allow capabilities developed during the internationalization process to contribute to organizational adaptability and growth.
    • Early capability development and imprinting enable rapid growth.
      • Managers can leverage routines from other settings to overcome time and cost barriers to capability development in new markets, substituting organizational experience with their own management experience.
  • The study's implications for practice are:
    • Early internationalization is a risk for entrepreneurs seeking long-term self-employment.
    • Internationalization increases the chances of building a venture with high potential.
    • Experiences gained from failures before establishing successful ventures can improve the chances of future success.
    • Older firms face learning disadvantages with elevated costs of capability development.
    • Firms need to overcome structural inertia and rigidities to learn about new markets and adapt routines and resource configurations.
    • Hiring managers with international experience enhances venture growth and survival prospects.

International Diversification and Firm Performance

  • The relationship between international diversification and firm performance is complex, with benefits and costs involved.
  • The study sought to:
    • Synthesize previous research on geographical diversification and firm performance.
    • Develop a theoretical framework integrating asset-based internalization advantages with other internationalization costs and benefits over time.
    • Examine how internationalization motives affect the performance outcomes of geographical diversification strategies.
    • Empirically test the theoretical model using longitudinal data from 1,489 Japanese firms and their internationalization activities.
  • Intangible assets (IA) like technological know-how, patents, management skills, brands, and goodwill positively moderate the exploitation benefits of a firm’s internationalization strategy.
    • IA development requires considerable resources, but their value is not proportionate to the resources invested.
    • Firms with more IA achieve higher returns from their foreign direct investment (FDI) by optimizing scale and scope economies in their IA exploitation.
  • The study found that:
    • IA enhance the benefits of geographical expansion by firms.
  • The findings suggest that researchers should:
    • Consider a broader range of samples when analyzing strategic questions.
  • Managers should adopt a long-term perspective on internationalization and develop capabilities for managing complexity.

Foreign Establishment Mode Choice

  • The study focused on the choice of foreign market entry modes, specifically acquisition versus greenfield investment, both resource-intensive.
  • Existing research on establishment mode choice (EMC) has limitations:
    • While firms vary in their resources, previous research has focused only on a single resource at a time.
    • The influence of resources on EMC has diverse theoretical explanations and inconclusive empirical findings.
    • The specific conditions under which resources affect firm EMC remain unclear.
  • The research draws upon the resource-based view (RBV), which emphasizes managing valuable, rare, inimitable, and non-substitutable resources to achieve sustainable competitive advantages.
    • However, context-dependency of the RBV is crucial, as unfamiliar environments create information deficits that affect resource management.
    • Cultural distance (CD) between the home and host countries hinders information flow between markets, acting as a significant source of such deficits.
      • Specific types of resources become especially valuable in the presence of CD.
  • This meta-analysis aimed to:
    • Analyze the impact of knowledge-based and experience-based resources on a firm's EMC.
    • Examine how the relationship varies with CD.
    • Conduct a meta-analysis to determine overall trends and effect sizes based on a wide range of empirical studies.
  • The contributions of this meta-analysis:
    • To provide a framework based on the RBV, explaining how firms utilize existing resources and seek new ones through their EMC.
    • To address inconclusive findings by focusing on the relationship between diverse resource types and EMC, considering the boundary condition of cultural distance.
  • Resources were categorized as:
    • Knowledge-based resources: Technological resources, marketing resources.
    • Experience-based resources: General international experience, host country experience, acquisition experience, greenfield experience.
  • The study found that:
    • Both knowledge-based and experience-based resources influence a firm's EMC choice.
    • CD moderates the relationship between knowledge-based/experience-based resources and EMC.

Integrating Acquired Capabilities

  • Mergers and acquisitions can inadvertently hinder innovation within organizations.
  • Post-merger integration is crucial for success. This involves integrating formerly independent organizational units.
  • The process of integration can pose a significant challenge, potentially diminishing the very innovative capabilities that made the acquired company attractive in the first place.
  • Interdependence often motivates structural integration, but pre-existing common ground offers an alternative approach for achieving coordination.
  • Prior research on post-merger integration has focused more on its consequences than its causes.
  • This study explores potential downsides of structural integration in technology-based acquisitions, highlighting the short-term and long-term costs involved:
    • Short-term costs:
      • Processes associated with structural integration introduce costs.
    • Long-term costs:
      • Loss of autonomy, reduced productivity, decreased motivation, free riding.
      • Agency theory suggests that structural integration weakens the link between reward and effort by increasing the number of other individuals whose actions affect unit performance.
      • Changes can alter valuable organizational routines within the acquired company, potentially undermining its innovative capabilities.
  • The study offers critical insights into the challenges and potential pitfalls of structural integration in technology acquisitions, particularly in terms of innovation preservation and the potential disruption of valuable organizational routines.

Structural Integration in Acquisitions

  • Structural integration is a way to achieve coordination between acquiring and target firms, especially when there is significant interdependence between them.
  • Interdependence refers to the value of one activity depending on how another activity is performed.
  • Types of Interdependence:
    • Pooled: Activities can be performed independently but share resources (eg., marketing, development, training, operations)
    • Sequential: Activities are performed in a specific order, where the output of one becomes the input of the next (eg., analyze, design, develop, test)
    • Reciprocal: Activities are highly dependent on each other, requiring continuous communication and adjustment (eg., complex product development)

Common Ground and Structural Integration

  • Common ground refers to shared knowledge, beliefs, and suppositions between individuals.
  • While structural integration relies on formal mechanisms like procedures and goals, common ground facilitates informal coordination.
  • Common ground can minimize disruption effects that accompany structural integration as it doesn't require changes to the formal organization.

Hypothesis:

  • Hypothesis 1: Structural integration is more likely in technology acquisitions when the acquisition targets a specific component technology rather than a standalone product.
  • Hypothesis 2: High levels of common ground between individuals from acquiring and acquired firms decrease the likelihood of structural integration in component technology acquisitions.

Sample and Data

  • The study used an event study methodology looking at acquisitions of established firms.
  • The focus was on the information technology hardware industry due to its high acquisition activity and access to interview data at key companies (Intel, Cisco Systems, Hewlett Packard).
  • Data included 207 acquisitions by 49 acquirers between 1988 and 1998.

Other Measures

  • Component vs. Standalone Technology: Determined by export coding and inter-rater reliability.
  • Common Ground: Measured by pre-acquisition patenting activity of the acquiring and acquired firms in the same technology classes.
  • Control Variables: Factors like target size, age, quality; product market relatedness; acquirer size, acquisition experience, and R&D intensity.

Implications for Theory and Practice

  • Theory: Interdependence helps explain structural integration in technology acquisitions, highlighting the role of knowledge overlap and absorptive capacity in acquiring non-overlapping knowledge.
  • Practice: Developing common ground can balance the need for integration with preserving autonomy in acquisitions.

Why Innovation is Difficult to Monetize

  • Research and Development (R&D) Costs: Innovative development is expensive.
  • Pioneering Disadvantages:
    • First movers often face uncertainty in finding a market fit.
    • Initial products are prone to imperfections.
    • Fast followers and late entrants:
      • Benefit from avoiding early customer support burdens.
      • Can leverage competitor data for product improvements and quality control.
  • Imitation and Price Competition: Competitors can copy successful innovations at lower costs.
  • Lack of Complementary Assets:
    • The PFI Framework highlights the need for essential assets (eg., marketing, distribution, legal) to complement innovation for successful commercialization.

Appropriability Regimes

  • An appropriability regime describes the ability of a firm to capture the value generated by its innovation.
  • Complete Appropriation: Occurs when competitors cannot use or copy the innovation, maximizing the innovator's value share and bargaining power.

Asset Types and Value Capturing

  • Asset Types:
    • Intangible Assets: Patents, copyrights, trademarks, trade secrets, human capital.
    • Tangible Assets: Infrastructure, resources, equipment.
  • Who Benefits: Value capture is influenced by the nature and control of assets, as well as appropriability regimes.
  • James, Leiblein and Lu's Value Capture Model identifies factors like appropriability, asset specificity, and firm capabilities that determine how value is captured.

Formal and Informal IP Protection

  • Formal IP Protection:*
    • Patents: Protect inventions.
    • Copyrights: Protect creative works.
    • Design Rights: Protect aesthetic features.
    • Breeders Rights: Protect new plant varieties.
    • Trademarks: Protect brand names and logos.
    • Legal Contracts: Enforce agreements.
  • Informal IP Protection:*
    • Complexity: Complicated processes difficult to replicate.
    • Lead-time Advantage: First-mover advantage.
    • Trade Secrets: Confidential information.
    • Human Resources: Skilled employees as a competitive advantage.
    • Psychological Contracts: Informal agreements based on trust and mutual understanding.
    • Reputational Assets: Strong brand image.
    • Design-in Switching Costs: Customers are reluctant to switch to alternatives.
    • Lock-in Raw Materials/Suppliers: Exclusive access to key resources.
    • Cannibalization Concerns: Avoiding competition from own innovations.
  • Open Innovation involves seeking ideas and resources from external sources.
  • Risks:
    • External parties may exploit resources.
    • Protecting proprietary knowledge may be difficult.

Incremental vs. Radical Innovation

  • Incremental Innovation: Minor improvements on existing products or services.
  • Radical Innovation: Significant advancements creating new knowledge and technologies.

Merck's Appropriability Strategy: "Property-Preempting Investments"

  • Merck, known for its cardiovascular drugs, aimed to secure its future R&D by preemptively making gene sequences publicly available.
  • This prevented the privatization of genetic information that could have hindered its future research objectives.

Strengthening Appropriability Regimes: IP at Standard-Setting Bodies

  • Firms play a key role in setting industry standards, influencing the design and adoption of technologies.
  • This can influence intellectual property rights and appropriability regimes.

Shareholder vs. Stakeholder Orientated Growth

  • Milton Friedman's View: Firms should primarily focus on profit maximization for shareholders, who can then decide how to allocate their returns to societal interests.
  • Stakeholder Theory (Freeman, 1984): Challenges the shareholder-centric view, arguing that firms need to consider the interests of all stakeholders (including employees, customers, suppliers, communities) for sustainable profit and survival.

Margolis & Walsh's View on Social Initiatives

  • Organizations are often pressured to address social issues.
  • Traditionally, the "Nexus of Contracts" view argues that corporations are primarily legal entities that focus on contractual obligations.
  • This perspective challenges the legitimacy of companies responding to social issues, assuming that only governments should address societal problems.

Two Concerns with Corporate Social Initiatives

  • Misappropriation: Managers may misuse company resources for personal gains or purposes unrelated to shareholder interests.
  • Misallocation: Resources may be diverted to social initiatives, potentially hindering their use for more profitable or efficient activities.

Types of Stakeholder Theory

  • Descriptive Stakeholder Theory: Analyzes how managers actually consider and respond to stakeholder interests.
  • Normative Stakeholder Theory: Examines whether managers should consider stakeholders beyond shareholders and the ethical justification for doing so.
  • Instrumental Stakeholder Theory (IST): Investigates the financial consequences of considering stakeholder interests, suggesting that ethical stakeholder relationships can lead to improved performance.

Donaldson and Preston's Normative Reasons for Respecting Stakeholders

  • Employee Dignity and Self-Efficacy: Recognizing the inherent worth and capabilities of employees.
  • Principles of Fairness and Reciprocity: Acting justly with stakeholders.
  • Fundamental Rights: Protecting basic human rights.
  • Respect for the Intrinsic Worth of Human Beings: Valuing individuals’ dignity and autonomy.

The Antinomy of Profit and Service

  • The tension between prioritizing profit and serving societal interests is a common challenge for firms.
  • Two Avenues of Response:
    • Invalidation: Rejecting the idea that these goals are inherently in conflict.
    • Reconciliation: Seeking ways to balance profit and social responsibility.

Towards a Normative Stakeholder Theory of the Firm

  • A normative stakeholder theory aims to clarify conflicting considerations and understand their ethical weight in specific situations.

Five Areas of Inquiry for Descriptive Research on Corporate Social Responsibility

  1. Identifying Stimuli: Understanding which social issues attract attention.
  2. Generating Response Options: Exploring various approaches to addressing social issues.
  3. Evaluating Options: Analyzing criteria used to assess corporate social responsibility initiatives.
  4. Implementation: Examining how companies implement their social responsibility efforts.
  5. Consequences: Evaluating the actual impact of corporate social responsibility on beneficiaries.

Response Types: Equivocal, Ambivalent, and Ambidextrous

  • Equivocal Response: Uncertainty or indecision in addressing social issues.
  • Ambivalent Response: Exhibiting mixed emotions or conflicting views on social responsibility.
  • Ambidextrous Response: Adopting both profit-oriented and socially responsible strategies.

An Inductive Approach to Normative Theory

  • This approach starts with a specific situation and asks how one should act, focusing on the relevant considerations, duties, and concerns involved.

The Duty to Aid and Respond

  • Corporations may have a duty to respond to social issues when:
    • They contribute to the conditions causing these problems.
    • They benefit from detrimental or unjust circumstances.
    • The principle of beneficence applies, suggesting an obligation to help those in need.

Determining a Company's Response

  • Factors influencing a company's response to social issues:
    • The nature of the problem.
    • The characteristics of the company.
    • The company's relationship to the problem.
    • The potential impact of the company's response.

Conclusion: Understanding Conditions for Societal Benefits

  • Before assuming a direct link between a firm's social and financial performance, it's essential to understand the conditions under which corporate efforts actually benefit society.

Instrumental Stakeholder Theory (IST)

  • IST argues that ethical stakeholder relationships can lead to improved financial performance.
  • IST highlights the potential for fairness, trustworthiness, loyalty, care, and respect to drive positive outcomes.

Challenges to IST: Unanswered Questions

  1. Rarity and Imitability: Do ethical stakeholder relationships create resources that are rare and difficult for competitors to imitate?
  2. Sunny Side Bias: Does the focus on benefits ignore the potential costs of close stakeholder relationships?
  3. Context Dependency: Do ethical stakeholder management strategies always lead to higher financial performance, or are there contextual factors that influence their efficacy?

Arm's Length vs. Integrated Relationships

  • Arm's Length Relationship: Characterized by low relationship investment, trust, and minimal expectations of future interaction.
  • Integrated Relationship: Involves high levels of connection, trust, and commitment across organizational boundaries.

Bosse, Philips, and Harrison's Stakeholder Reciprocity and Firm Performance

  • The authors challenge the self-interested maximizer model of economic theory.
  • They propose that "homo reciprocans" (reciprocating individuals) are more representative of human behavior, as people assess fairness and reciprocate by rewarding those they deem fair and punishing those they deem unfair.
  • Reciprocity is essential for value creation and distribution, as firms create value by distributing it to stakeholders who act fairly.

Fairness Dimensions

  • Distributive Fairness: Perceptions of fairness in the allocation of resources and benefits.
  • Procedural Fairness: Perceptions of fairness in the procedures used to make decisions.
  • Interactional Fairness: Perceptions of fairness in the treatment of individuals during social interactions.

Rent, Reciprocity, and Stakeholders

  • Firms generate "rents" when they can compensate all stakeholders for their contributions and provide some with additional gains.
  • The reciprocity of fairness is central to creating and distributing these rents.

CSRE vs. ALRE Strategies

  • CSRE (Close Stakeholder Relationship Engagement) Strategies: Emphasize building close, trusting relationships with their stakeholders.
  • ALRE (Arm's Length Relationship Engagement) Strategies: Maintain more transactional, less committed relationships with stakeholders.

Why Close Relationship Capability is Rare and Difficult to Imitate

  • Rarity:
    • Arm's length relationships are more common.
    • Managers may lack motivation to adopt CSRE norms.
    • CSRE strategies may be difficult to complement with existing resources.
    • Finding suitable stakeholder partners for close relationships can be challenging.
  • Imitability:
    • Path Dependency: The history of a firm's relationships influences its current capabilities.
    • Causal Ambiguity: It may be difficult to pinpoint the exact reasons for success in building close relationships.
    • Social Complexity: Organizational trust and commitment are built over time through complex social interactions.

Limitations to the Literature

  • Dichotomy: Treating stakeholder engagement as solely a dichotomy between CSRE and ALRE may oversimplify reality.
  • Focus on Dyadic Relationships and Groups: Research often focuses on one-on-one relationships or stakeholder groups, neglecting wider network effects.
  • Cultural Feasibility: Strategies may be culturally dependent, varying between collectivistic and individualistic cultures.
  • Measurement Problems: Challenges exist in accurately measuring the constructs of stakeholder engagement and reciprocity.
  • Dependent Variables: Financial performance may not be the only relevant outcome measure, considering other factors like stakeholder well-being and happiness.

Scherer, Wunderlich, and Von Wangenheim's Research on Self-Service

  • Theories:
    • Service Dominant Logic: Value is co-created between service providers and customers.
    • Media Richness Theory: Media richness influences how well information and complex tasks can be communicated.
    • Channel Expansion Theory: A customer's perception of media richness depends on their personal experience with it.
  • Value Propositions:
    • Rich, Personal Service Channels: Best for complex and ambiguous tasks.
    • Lean, Standardized Self-Service Channels: Suitable for simple and repetitive tasks.
  • Hypotheses:
    • H1 (U-Shaped Relationship): The ratio of self-service to personal service usage impacts customer defection, with high levels of either leading to higher defection rates and intermediate levels leading to lower rates.
    • H2 (Time as Moderator): The length of customer relationship moderates the impact of the self-service ratio on defection.

Study Design: Sample, Analyses, & Conclusion

  • Sample: Data from a European car manufacturer and roadside assistance service provider, including customer usage data.
  • Analyses: Testing the hypotheses using statistical methods.
  • Conclusion: The study supported the hypotheses, demonstrating the complex relationship between self-service, personal service, and customer defection.

Customer Preferences in Self Service Failure Recovery

  • Customers experiencing an SST failure in isolation prefer employees to completely take over the transaction after the failure.
  • Customers experiencing an SST failure in the presence of other customers prefer employees to correct the problem and let them complete the transaction.
  • The design of a self-service area can influence the preferred type of service recovery.
  • The "self" in self-service refers to the customer's ability to complete a transaction independently.

Diversification

  • Diversification is a corporate strategy to enter a new market or industry while creating a new product for that market.
  • Firms diversify when they have excess resources, capabilities, and core competencies that can be applied to new markets.
  • Diminishing growth prospects in the current industry can lead to diversification.
  • Cost saving opportunities can be achieved through diversification.
  • Capturing strategic fits, capturing financial economies, spreading business risk, and leveraging brand name are motivations for diversification.

Economies of Scope

  • Economies of scope exist when a firm expands the variety or scope of its activities.
  • Examples include:
    • A lumber company selling chipped bark for lawn decoration.
    • A finance company using financial data to produce marketing reports.
    • A slaughterhouse inventing hot dogs.

Strategic Fit

  • Strategic fit is measured by how well an organization matches its resources and capabilities with opportunities in the external environment.

Diversification Tests

  • A diversification move must pass three tests:
    • The industry attractiveness test.
    • The cost of entry test.
    • The better off test.

Diversification Decisions

  • Decisions regarding the level and degree of diversification, the number and relatedness of businesses, and the mode of diversification must be made when deciding to diversify.
  • Related diversification involves diversifying into businesses with technological similarity.
  • Firms can leverage existing technical know-how to gain an advantage in related diversification.

Unrelated Diversification

  • Unrelated diversification involves diversifying into businesses with no strategic fit, no meaningful value chain, and no unifying strategic theme.
  • Companies with undervalued assets, companies in financial distress, and companies with bright prospects but limited capital are attractive acquisition targets for unrelated diversification.

Resource Profile and Diversification (Chatterjee and Wernerfelt, 1991)

  • They proposed that firms deploy their resources to markets expected to yield the most profits.
  • Intangible assets contribute to related diversification.
  • Internal funds or unused debt capacity favor unrelated diversification.
  • Equity capital favors related diversification.

Organizational Learning and Corporate Diversification Performance (Andreou et al., 2016)

  • Diversification, on average, destroys shareholder value.
  • There is a value discount for single-business firms that diversify once.
  • Firms with more diversifications achieve value premiums.
  • Firms that diversify through internal growth perform better than firms that pursue acquisitions.

Drivers of Servitization

  • Financial drivers:
    • Higher profit margin.
    • Less sensitivity to price-based competition.
    • More resistance to economic cycles.
  • Strategic drivers:
    • Differentiating manufacturing offerings.
    • Sustainable competitive advantage.
  • Marketing drivers:
    • Total cost of ownership.
    • Services induce repeat sales.
    • Customer insights enable the development of tailored solutions.

Separating or Integrating Product and Service Business (Oliva, Gebauer, & Brann, 2012)

  • Separating service organizations supports service strategy deployment in product manufacturing firms.
  • A separate service organization enables firms to engage directly with customer practices and processes.

Key Findings

  • Customers prefer complete employee involvement in service recovery when they are alone.
  • They prefer employee support but retain control when others are present.
  • Diversification can be beneficial but must be strategically considered.
  • Intangible assets favor related diversification.
  • Internal growth outperforms acquisitions in diversification.
  • A separate service organization can enhance service performance.

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This quiz explores the theoretical perspectives of business planning in entrepreneurship and examines the relationship between planning and performance. Key concepts such as cognitive rigidities, moderating factors, and the role of universities in fostering entrepreneurship are discussed. Test your understanding of various risks and implications concerning business planning in uncertain environments.

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