Strategic Management Journal Vol. 35 No. 5 2014

Strategic repertoire variety and new venture growth: The moderating effects of origin and industry dynamism

Bárbara Larrañeta¹; Shaker A. Zahra²; José Luis Galán González³

¹ Department of Business Administration and Marketing, School of Management Pablo de Olavide University Sevilla Spain · ² Strategic Management and Organization Department Carlson School of Management, University of Minnesota Minneapolis Minnesota U.S.A. · ³ Department of Business Administration and Marketing, School of Management University of Sevilla Sevilla Spain

Abstract

New ventures (companies eight years or younger) face an important choice in attempting to achieve growth: Should they follow “strategic simplicity” by relying on a few similar competitive actions, or emphasize “strategic variety” by implementing multiple different competitive actions? Data from 140 new ventures in S pain suggest that new ventures benefit from pursuing strategic variety, especially when their industries are highly dynamic. Further, although new ventures in general gain from strategic variety in highly dynamic industries, independently owned ventures achieve higher growth rates than their corporate counterparts .

DOI

10.1002/smj.2103

Volume

35

Issue

5

Pages

761-772

Language

en

Sources

bibtex:phds-export.bib openalex crossref

Cite

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