Firm strategy and age dependence: a contingent view of the liabilities of newness, adolescence, and obsolescence.
Unlike prior research on organizational age dependence, which has described entire populations as exhibiting a liability of newness, adolescence, or obsolescence, this study adopts a contingent view by considering the interactive effects of age and technology strategy. Distinctions are drawn between...
| Publicado en: | Administrative Science Quarterly Vol. 44; no. 2; pp. 281 - 315 |
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| Formato: | Artículo |
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Administrative Science Quarterly
June 1999
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| Acceso en línea: | Ver este registro en EBSCOhost |
| fields | @attributes: recordID: 1 pdfLink: plink: https://search.ebscohost.com/login.aspx?direct=true&db=ssf&AN=507635621&site=ehost-live header: @attributes: shortDbName: ssf uiTerm: 507635621 longDbName: Social Sciences Full Text (H.W. Wilson) uiTag: AN controlInfo: bkinfo: jinfo: jid: 00018392 ASQ jtl: Administrative Science Quarterly issn: 00018392 maglogo: N pubinfo: dt: June 1999 vid: 44 iid: 2 pid: 224 pub: Administrative Science Quarterly artinfo: ui: 507635621 10.2307/2666997 ppf: 281 ppct: 34 formats: fmt: – @attributes: type: T – @attributes: type: C – @attributes: type: P size: 1.8MB tig: atl: Firm strategy and age dependence: a contingent view of the liabilities of newness, adolescence, and obsolescence. aug: au: Henderson, Andrew D. su: Organizational change Business failures Corporate growth Business planning Management Mathematical models Computer industry United States sug: subj: United States Organizational change Business failures Corporate growth Business planning Management Mathematical models Computer industry ab: Unlike prior research on organizational age dependence, which has described entire populations as exhibiting a liability of newness, adolescence, or obsolescence, this study adopts a contingent view by considering the interactive effects of age and technology strategy. Distinctions are drawn between proprietary strategists, who use internally developed, firm-specific technologies, and standards-based strategists, whose technologies conform with open and publicly available specifications. Results of a study of the firms in the U.S. personal computer industry show that technology strategy had two important influences on aging. First, age dependence varied across strategies. For example, standards-based strategists exhibited a liability of adolescence in their failure rates, while proprietary strategists exhibited a liability of obsolescence. Second, the joint effects of age and strategy produced long-term trade-offs across different performance outcomes. For instance, rates of sales growth increased with age for proprietary strategists, yet so did their risks of failure. Overall, this study suggests that multiple patterns of age dependence may simultaneously exist within a single population. Reprinted by permission of the publisher. pubtype: Academic Journal doctype: Article src: R language: English refInfo: copyright: @attributes: flag: N holdings: @attributes: islocal: N |
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