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For a recent interesting contribution see, for instance. Hope Hailey V., and Balogun J. Devising context sensitive approaches to change: the example of Glaxo Wellcome. Long Range Planning 35 (2002) 153-178
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Differentiation studies abound, dealing with intra-industry competition among dissimilar product varieties. For an overview, see. Eaton B.C., and Lipsey R.G. Product differentiation. In: Schmalensee R., and Willig R.D. (Eds). Handbook of Industrial Organization (1989), North-Holland, Amsterdam 723-770
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Organizational ecology has produced dozens of organizational exit studies, many of which confirming the benefits of organizational size and scope. See. Wezel F.C., and van Witteloostuijn A. Scale and Scope Economies in the U.K. Motorcycle Industry, 1889-1993. In: Baum J.A.C., Dobrev S., and van Witteloostuijn A. (Eds). Ecology and Strategy. Advances in Strategic Management (2006), JAI Press, Greenwich CT 23
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Another example is. Dobrev S.D., Kim T.-Y., and Carroll G.R. Shifting gears, shifting niches: organizational inertia and change in the evolution of the U.S. automobile industry, 1885-1981. Organization Science 14 (2003) 264-282
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Two recent studies by C. Boone, G. R. Carroll and A. van Witteloostuijn apply organizational ecology logic to traditional strategic management performance yardsticks (i.e., financial profitability and organizational growth):
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Two recent studies by C. Boone, G. R. Carroll and A. van Witteloostuijn apply organizational ecology logic to traditional strategic management performance yardsticks (i.e., financial profitability and organizational growth):. Resource distributions and market partitioning: Dutch daily newspapers, 1968 to 1994. American Sociological Review 67 (2002) 408-431
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Size, differentiation and the growth and profitability of Dutch daily newspapers. Industrial and Corporate Change, 13 (2004) 117-148
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Venkatraman N., and Subramaniam M. Theorizing the future of strategy: questions for shaping strategy research in the knowledge economy. The Handbook of Strategy and Management (2002), Sage Publications, London 461-474. Note that the present article focuses on within-industry scope economies, as a consequence of offering a series of product varieties, rather than across-industry scope economies, as studied in the literatures on diversification and multi-market competition
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Modern organizational ecology theory emphasizes the key role of organizational identity. On this, see G. R. Carroll, M .T. Hannan (op. cit. at Ref 2).
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March J.G. Exploration and exploitation in organizational learning. Organization Science 2 (1991) 71-87
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See the reference to the classic Prahalad and Hamel paper at Ref. 4. Burgelman R.A. Cambridge MA develops a similar argument by applying an ecological logic to issues of organizational learning in a series of case studies of Intel: Intraorganizational ecology of strategy making and organizational adaptation: theory and field research. Organization Science 2 (1991) 239-262
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Fading memories: a process theory of strategic business exit in dynamic environments. Administrative Science Quarterly 39 (1994) 24-56
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Strategy as vector and the inertia of coevolutionary lock-in. Administrative Science Quarterly 47 (2002) 325-357
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The main source of information is, Ian Allen Transport Library, Surrey which includes the date of birth and disbanding of each firm in the UK
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The main source of information is. Collins P. British Motorcycles Since 1900 (1998), Ian Allen Transport Library, Surrey which includes the date of birth and disbanding of each firm in the UK
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as well as E. Tragatsch (2000) (op. cit. Ref 8)
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Data at the product level were obtained from. Hume W. The Register of Machines of the VMCC. third edition (1991), The Vintage Motor Cycle Club, London
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In order to test the reliability of the data, we checked the magazines of the period including Motor Age (from 1899), Cycle Trade Journal (from 1897) and Motor (from 1903).
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Following this study, we assumed 'unknown events' - about 8 per cent of our population - to be governed by processes very similar to those related to exits. Therefore, the outcome event of interest in our analyses is 'disbanding/exit to another industry, defined to include events of unknown type' (p 1311)
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Due to the century-long time window of our data set, we were unable to collect conventional size measures, although the number of plants is a sensible surrogate measure. For instance, two studies by Mata and Portugal reveal a strong positive and statistically significant correlation between number of plants and standard size measures (e.g., number of employees):. Mata J., and Portugal P. Life duration of new firms. Journal of Industrial Economics 42 (1994) 227-246
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Ideally, we would have liked to run the analyses for the period 1970-1993. However, the low number of producers operating in this period, and thus the marginal number of observations, prevented us from obtaining any statistically meaningful finding.
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The Boston Consulting Group's report (op. cit. Ref 21) concludes (1975: XV), 'Long term commercial success in fact depend[ed] on achieving sales volumes equal to those of the Japanese employing equally sophisticated low cost production methods.' To reach this goal, British motorcycle producers needed to invest more resources in technological development. As the report suggests, 'sustained technological advances require a major, continuing commitment to ensure technological leadership and to guarantee that its advances remain proprietary. Only a high volume producer can justify this effort ...The disastrous commercial performance of the British manufacturers [...] is the final result of their failure to respond effectively to the strategic implications of the economic relationship between volume and costs in the motorcycle industry.' (1975: XI)
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