Entering a Golden Age of Sustained Superiority: Entrepreneurial Creation or Discovery?

Published Online:https://doi.org/10.1287/orsc.2020.1357

References

  • Acharya AG, Pollock TG (2013) Shoot for the stars? Predicting the recruitment of prestigious directors at newly public firms. Acad. Management J. 56(5):1396–1419.CrossrefGoogle Scholar
  • Agarwal R, Helfat CE (2009) Strategic renewal of organizations. Organ. Sci. 20(2):281–293.LinkGoogle Scholar
  • Agarwal R, Ganco M, Ziedonis RH (2009) Reputations for toughness in patent enforcement: Implications for knowledge spillovers via inventor mobility. Strategic Management J. 30(13):1349–1374.CrossrefGoogle Scholar
  • Ahuja G, Katila R (2004) Where do resources come from? The role of idiosyncratic situations. Strategic Management J. 25(8–9):887–907.CrossrefGoogle Scholar
  • Allison PD (2010) Survival Analysis Using SAS, 2nd ed. (SAS Institute, Cary, NC).Google Scholar
  • Alvarez SA, Barney JB (2007) Discovery and creation: Alternative theories of entrepreneurial action. Strategic Entrepreneurship J. 1(1–2):11–26.CrossrefGoogle Scholar
  • Alvarez SA, Barney JB (2013) Epistemology, opportunities, and entrepreneurship: Comments on Venkataraman et al. (2012) and Shane (2012). Acad. Management Rev. 38(1):154–166.CrossrefGoogle Scholar
  • Alvarez SA, Barney J (2019) Has the concept of opportunities been fruitful for the field of entrepreneurship? Acad. Management Perspect., ePub ahead of print March 7, https://doi.org/10.5465/amp.2018.0014.CrossrefGoogle Scholar
  • Alvarez SA, Barney JB, Anderson P (2013) Forming and exploiting opportunities: The implications of discovery and creation process for entrepreneurial and organizational research. Organ. Sci. 24(1):301–317.LinkGoogle Scholar
  • Baker T, Nelson RE (2005) Creating something from nothing: Resource construction through entrepreneurial bricolage. Admin. Sci. Quart. 50(3):329–366.CrossrefGoogle Scholar
  • Barney J (1991) Firm resources and sustained competitive advantage. J. Management 17(1):99–120.CrossrefGoogle Scholar
  • Barney J (1997) On flipping coins and making technology choices: Luck as an explanation of technological foresight and oversight. Garud R, Nayyar PR, Shapira ZB, eds. Technological Innovation: Oversights and Foresights (Cambridge University Press, Cambridge, UK), 13–19.CrossrefGoogle Scholar
  • Baron JN, Hannan MT (2002) Organizational blueprints for success in high-tech start-ups: Lessons from the Stanford Project on Emerging Companies. Calif. Management Rev. 44(3):8–36.CrossrefGoogle Scholar
  • Benner MJ, Ranganathan R (2012) Offsetting illegitimacy? How pressures from securities analysts influence incumbents in the face of new technologies. Acad. Management J. 55(1):213–233.CrossrefGoogle Scholar
  • Brush TH, Bromiley P (1997) What does a small corporate effect mean? A variance components simulation of corporate and business effects. Strategic Management J. 18(10):825–835.CrossrefGoogle Scholar
  • Burgelman RA (2002) Strategy as vector and the inertia of coevolutionary lock-in. Admin. Sci. Quart. 47(2):325–357.CrossrefGoogle Scholar
  • Carroll GR, Hannan MT (2000) The Demography of Corporations and Industries (Princeton University Press, Princeton, NJ).CrossrefGoogle Scholar
  • Certo ST (2003) Influencing initial public offering investors with prestige: Signaling with board structure. Acad. Management Rev. 28(3):432–446.CrossrefGoogle Scholar
  • Davis JP, Eisenhardt KM, Bingham CB (2009) Optimal structure, market dynamism, and the strategy of simple rules. Admin. Sci. Quart. 54(3):413–452.CrossrefGoogle Scholar
  • Denrell J (2004) Random walks and sustained competitive advantage. Management Sci. 50(7):922–934.LinkGoogle Scholar
  • Denrell J, Fang C, Winter SG (2003) The economics of strategic opportunity. Strategic Management J. 24(10):977–990.CrossrefGoogle Scholar
  • Dierickx I, Cool K (1989) Asset stock accumulation and sustainability of competitive advantage. Management Sci. 35(12):1504–1511.LinkGoogle Scholar
  • Efron B (1981) Nonparametric estimates of standard error: The jackknife, the bootstrap and other methods. Biometrika 68(3):589–599.CrossrefGoogle Scholar
  • Eggers JP, Park KF (2018) Incumbent adaptation to technological change: The past, present, and future of research on heterogeneous incumbent response. Acad. Management Ann. 12(1):357–389.CrossrefGoogle Scholar
  • Fama EF, French KR (2004) New lists: Fundamental and survival rates. J. Financial Econom. 73(2):229–269.CrossrefGoogle Scholar
  • Field LC, Karpoff J (2002) Takeover defenses of IPO firms. J. Finance 57(5):1857–1889.CrossrefGoogle Scholar
  • Fischer HM, Pollock TG (2004) Effects of social capital and power on surviving transformational change: The case of initial public offerings. Acad. Management J. 47(4):463–481.CrossrefGoogle Scholar
  • Franco AM, Sarkar MB, Agarwal R, Echambadi R (2009) Swift and smart: The moderating effects of technological capabilities on the market pioneering-firm survival relationship. Management Sci. 55(11):1842–1860.LinkGoogle Scholar
  • Galbraith JR (2014) Designing Organizations (Jossey-Bass, San Francisco).Google Scholar
  • Godfrey PC, Hill CWL (1995) The problem of unobservables in strategy research. Strategic Management J. 16(7):519–533.CrossrefGoogle Scholar
  • Greve HR (1998) Performance, aspirations, and risky organizational change. Admin. Sci. Quart. 43(1):58–86.CrossrefGoogle Scholar
  • Harrison JR, Lin Z, Carroll GR, Carley KM (2007) Simulation modeling in organizational and management research. Acad. Management Rev. 32(4):1229–1245.CrossrefGoogle Scholar
  • Helfat CE, Peteraf MA (2003) The dynamic resource-based view: Capability lifecycles. Strategic Management J. 24(10):997–1010.CrossrefGoogle Scholar
  • Helfat CE, Winter SG (2011) Untangling dynamic and operational capabilities: Strategy for the (n)ever-changing world. Strategic Management J. 32(11):1243–1250.CrossrefGoogle Scholar
  • Henderson AD, Raynor ME, Ahmed M (2012) How long must a firm be great to rule out chance? Benchmarking sustained superior performance without being fooled by randomness. Strategic Management J. 33(4):387–406.CrossrefGoogle Scholar
  • Hermelo FD, Vassolo R (2010) Institutional development and hypercompetition in emerging economies. Strategic Management J. 31(13):1457–1473.CrossrefGoogle Scholar
  • Hmieleski KM, Carr JC, Baron RA (2015) Integrating discovery and creation perspectives of entrepreneurial action: The relative roles of founding CEO human capital, social capital, and psychological capital in contexts of risk vs. uncertainty. Strategic Entrepreneurship J. 9(4):289–312.CrossrefGoogle Scholar
  • Hoskisson RE, Hitt MA, Johnson RA, Moesel DD (1993) Construct validity of an objective (entropy) categorical measure of diversification strategy. Strategic Management J. 14(3):215–235.CrossrefGoogle Scholar
  • Jacobson R (1992) The “Austrian” school of strategy. Acad. Management Rev. 17(4):782–807.CrossrefGoogle Scholar
  • Kahneman D, Tversky A (1979) Prospect theory: An analysis of decision under risk. Econometrica 47(2):263–292.CrossrefGoogle Scholar
  • Kapoor R, Agarwal S (2017) Sustaining superior performance in business ecosystems: Evidence from application software developers in the iOS and Android Smartphone ecosystems. Organ. Sci. 28(3):531–551.LinkGoogle Scholar
  • Kirzner IM (1997) Entrepreneurial discovery and the competitive market process: An Austrian approach. J. Econom. Literature 35(1):60–85.Google Scholar
  • Levinthal DA, March JG (1993) The myopia of learning. Strategic Management J. 14(S2):95–112.CrossrefGoogle Scholar
  • Loughran T, Ritter JT (2004) Why has IPO underpricing changed over time? Financial Management 33(3):5–37.Google Scholar
  • Madsen TL, Walker G (2017) Competitive heterogeneity, cohorts and persistent advantage. Strategic Management J. 38(2):184–202.CrossrefGoogle Scholar
  • Mahoney JT, Pandian JR (1992) The resource-based view within the conversation of strategic management. Strategic Management J. 13(5):363–380.CrossrefGoogle Scholar
  • March JG (1991) Exploration and exploitation in organizational learning. Organ. Sci. 2(1):71–87.LinkGoogle Scholar
  • McGahan AM, Porter ME (2002) What do we know about variance in accounting profitability? Management Sci. 48(7):834–851.LinkGoogle Scholar
  • McKelvey B, Andriani P (2005) Why Gaussian statistics are mostly wrong for strategic organization. Strategic Organ. 3(2):219–228.CrossrefGoogle Scholar
  • McNamara G, Vaaler PM, Devers C (2003) Same as it ever was: The search for evidence of increasing hypercompetition. Strategic Management J. 24(3):261–278.CrossrefGoogle Scholar
  • Miller JH, Page SE (2007) Complex Adaptive Systems (Princeton University Press, Princeton, NJ).Google Scholar
  • Nelson RR, Winter SG (1982) An Evolutionary Theory of Economic Change (Belknap, Cambridge, MA).Google Scholar
  • Page SE (2006) Path dependence. Quart. J. Political Sci. 1(1):87–115.CrossrefGoogle Scholar
  • Peteraf MA (1993) Cornerstones of competitive advantage: A resource-based view. Strategic Management J. 14(3):179–191.CrossrefGoogle Scholar
  • Petersen T (1991) Time-aggregation bias in continuous-time hazard-rate models. Marsden PV, ed. Sociological Methodology, vol. 21 (Basil Blackwell, Oxford, UK), 263–290.CrossrefGoogle Scholar
  • Pontikes EG, Barnett WP (2017) The coevolution of organizational knowledge and market technology. Strategy Sci. 2(1):64–82.LinkGoogle Scholar
  • Reed R, DeFillippi R (1990) Causal ambiguity, barriers to imitation, and sustainable competitive advantage. Acad. Management Rev. 15(1):88–102.CrossrefGoogle Scholar
  • Rivkin JW (2000) Imitation of complex strategies. Management Sci. 46(6):824–844.LinkGoogle Scholar
  • Roberts PW, Dowling GR (2002) Corporate reputation and sustained superior financial performance. Strategic Management J. 23(12):1077–1093.CrossrefGoogle Scholar
  • Schumpeter JA (1950) Capitalism, Socialism and Democracy, 3rd ed. (Harper, New York).Google Scholar
  • Shane A (2012) Reflections on the 2010 AMR Decade Award: Delivering on the promise of entrepreneurship as a field of research. Acad. Management Rev. 37(1):10–20.CrossrefGoogle Scholar
  • Shane S (2000) Prior knowledge and the discovery of entrepreneurial opportunities. Organ. Sci. 11(4):448–469.LinkGoogle Scholar
  • Shane S, Venkataraman S (2000) The promise of entrepreneurship as a field of research. Acad. Management Rev. 25(1):217–226.CrossrefGoogle Scholar
  • Siggelkow N (2002) Misperceiving interactions among complement and substitutes: Organizational consequences. Management Sci. 48(7):900–916.LinkGoogle Scholar
  • Sydow J, Schreyögg G, Koch J (2009) Organizational path dependence: Opening the black box. Acad. Management Rev. 34(4):689–709.CrossrefGoogle Scholar
  • Teece DJ (2007) Explicating dynamic capabilities: The nature and microfoundations of (sustainable) enterprise performance. Strategic Management J. 28(13):1319–1350.CrossrefGoogle Scholar
  • Tripsas M, Gavetti G (2000) Capabilities, cognition, and inertia: Evidence from digital imaging. Strategic Management J. 21(10/11):1147–1161.CrossrefGoogle Scholar
  • Wiggins RR, Ruefli TW (2002) Sustained competitive advantage: Temporal dynamics and the incidence and persistence of superior economic performance. Organ. Sci. 13(1):82–105.LinkGoogle Scholar
  • Wiggins RR, Ruefli TW (2005) Schumpeter’s ghost: Is hypercompetition making the best of times shorter? Strategic Management J. 26(10):887–911.CrossrefGoogle Scholar
  • Zahra SA (2008) The virtuous cycle of discovery and creation of entrepreneurial opportunities. Strategic Entrepreneurship J. 2(3):243–257.CrossrefGoogle Scholar
  • Zott C (2003) Dynamic capabilities and the emergence of intraindustry differential firm performance: Insights from a simulation study. Strategic Management J. 24(2):97–125.CrossrefGoogle Scholar
INFORMS site uses cookies to store information on your computer. Some are essential to make our site work; Others help us improve the user experience. By using this site, you consent to the placement of these cookies. Please read our Privacy Statement to learn more.