Philip D. Olson> and Newell Gough
Sample results indicate that significant relationships exist between export planning values and practices, and between the planning practice of using advisors and export…
Philip D. Olson and David E. Terpstra
The focus of this study was on successful, small, rapidly growingfirms and on people who manage (entrepreneurs/ CEOs) or help manage(interventionists/consultants) these firms…
Abstract
The focus of this study was on successful, small, rapidly growing firms and on people who manage (entrepreneurs/ CEOs) or help manage (interventionists/consultants) these firms. Investigates the structural (complexity, formalization and centralization) changes that occur in firms as they move from the start‐up stage to the growth stage of development. One reason these structural changes were examined was that rapid growth often strains organizations′ existing structures and, in turn, threatens their very existence. Further, little empirical information exists about structural changes in small, growing firms. Using a sample of Inc. 500 firms, finds support for the hypotheses that organizations in their growth stage will exhibit greater complexity, greater formalization, and less centralization than in their start‐up stage.
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A growing number of companies have used joint alliances, acquisitions, and venture teams to maintain competitive advantage and respond to rapidly changing environments. But not…
Abstract
A growing number of companies have used joint alliances, acquisitions, and venture teams to maintain competitive advantage and respond to rapidly changing environments. But not all have been able to manage the people and design issues that ensure success.
Kirk C. Heriot, Noel D. Campbell and R. Zachary Finney
This article argues that existing research poorly specifies the link between planning and performance because of omitted variable bias. Researchers agree planning is a critical…
Abstract
This article argues that existing research poorly specifies the link between planning and performance because of omitted variable bias. Researchers agree planning is a critical part of creating any new venture. Many researchers assess planning by whether a small firm has a written business plan. Unfortunately, efforts empirically to validate this relationship have been inconclusive. This article proposes that researchers should assess business plans both on the quality of the plan (and the planning process that produced it), and on the quality of the underlying business opportunity. Failure to account for both aspects of a business plan amounts to omitted variable bias, frustrating attempts to accurately estimate the true relationship.
Shawn Stevens and Philip J. Rosenberger
Sport has evolved into one of the largest industries in Australia and there is a corresponding increased interest in the factors influencing fan loyalty. This paper presents a…
Abstract
Sport has evolved into one of the largest industries in Australia and there is a corresponding increased interest in the factors influencing fan loyalty. This paper presents a theoretically developed conceptual model which empirically tests the relationships between fan identification, sports involvement, following sport and fan loyalty. Survey results indicate that fan identification, following sport and involvement positively influence fan loyalty, while following sport was found to mediate the involvement-fan identification relationship.
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This study examines how various characteristics of the discount retail environment and the overall attitude towards a discount retail store, considered to be an abstract and…
Abstract
This study examines how various characteristics of the discount retail environment and the overall attitude towards a discount retail store, considered to be an abstract and global image component, influence consumers’ satisfaction and how consumers’ satisfaction, in turn, affects store loyalty. The data, collected from a sample of 517 discount retail customers in Daegu, Korea, indicate that: (1) forming the overall attitude is more closely related to in‐store services: atmosphere, employee service, after sales service and merchandising, (2) store satisfaction is formed through perceived store atmosphere and value, (3) the overall attitude has strong influence on satisfaction and loyalty and its impact is much stronger on loyalty than on satisfaction, (4) store loyalty is directly affected by most significantly location, merchandising and after sale service in order, (5) satisfaction is not related to customers’ committed store revisiting behavior. The applications in management and implications for future research are discussed.