The Impact of Functional Background and Top Executive Mobility on Firm Survival

2014 ◽  
Author(s):  
Y Sekou Bermiss ◽  
Johann Peter Murmann
Keyword(s):  
Firm Survival ◽  
Top Executive ◽  
The Impact

Who matters more? The impact of functional background and top executive mobility on firm survival

2014 ◽  
Vol 36 (11) ◽  
pp. 1697-1716 ◽  
Author(s):  
Y. Sekou Bermiss ◽  
Johann P. Murmann
Keyword(s):  
Firm Survival ◽  
Top Executive ◽  
The Impact

scholarly journals Buffering and enabling: The impact of interlocking political ties on firm survival and sales growth

2014 ◽  
Vol 36 (11) ◽  
pp. 1615-1636 ◽  
Author(s):  
Weiting Zheng ◽  
Kulwant Singh ◽  
Will Mitchell
Keyword(s):  
Firm Survival ◽  
Sales Growth ◽  
Political Ties ◽  
The Impact

Understanding firm survival in a global crisis

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Uday Salunkhe ◽  
Bharath Rajan ◽  
V. Kumar
Keyword(s):  
Marketing Research ◽  
Firm Survival ◽  
Consumer Response ◽  
Future Research ◽  
Term Survival ◽  
Global Crisis ◽  
Content Type ◽  
Customer Churn ◽  
The Government ◽  
The Impact

PurposeGlobal crises create an environment that is characterized by a fight for survival by countries, companies and citizens. While firms have adopted business initiatives to ensure survival in a global crisis, many measures are geared toward preventing customer churn, declining revenues and eroding market share. Such short-term focus raises an important question regarding long-term survival – how can firms survive a global crisis? The purpose of this study is to investigate how firms can survive a global crisis.Design/methodology/approachThis study considers pandemics as the study context and uses a triangulation methodology (past research, managerial insights and popular press articles) to advance the organizing framework. Using the process study approach, the proposed framework recognizes the onset characteristics of a global crisis with a focus on pandemics and the government actions that reflect the pandemic onset. The framework also identifies a logical order of three marketplace reactions to the pandemic – management response, consumer response and critical business transformations that ultimately lead to firm survival – and advances related research propositions of such reactions.FindingsBy deploying critical business transformations, firms can ensure firm survival in a pandemic by fostering engagement with customers, employees and resources. Additionally, the moderators that influence the relationships between (1) management response and critical business transformations, (2) consumer response and critical business transformations, and (3) critical business transformations and firm survival are identified. Finally, this study presents an agenda for future research.Research limitations/implicationsTo the authors' best knowledge, this is the first study to adopt an interdisciplinary approach to study firm survival in a global crisis such as a pandemic. This study answers the call for more research to the growing field of pandemic research in the areas of marketing research and marketing strategy.Practical implicationsThe learnings from this study can help firms on what to anticipate and how to respond in a crisis such as a pandemic.Social implicationsSocietal welfare is accounted for as firms plan to deal with a crisis.Originality/valueThis is the first study to propose a strategic framework to deal with a crisis that is largely unanticipated where the duration and the impact is not predictable.

A RESOURCE-BASED VIEW OF NEW FIRM SURVIVAL: NEW PERSPECTIVES ON THE ROLE OF INDUSTRY AND EXIT ROUTE

2013 ◽  
Vol 18 (01) ◽  
pp. 1350002 ◽  
Author(s):  
SUSAN COLEMAN ◽  
CARMEN COTEI ◽  
JOSEPH FARHAT
Keyword(s):  
Service Sector ◽  
Life Experience ◽  
Firm Survival ◽  
Service Firms ◽  
New Firms ◽  
Resource Based View ◽  
Factors Affecting ◽  
Exit Route ◽  
New Firm ◽  
The Impact

This article explores factors affecting the survival and exit routes of new firms created in 2004 using data from the Kauffman Firm Survey. We draw upon the Resource-Based View to test several hypotheses regarding the impact of both tangible and intangible resources on new firm survival in both service and non-service firms. We also distinguish between two types of exit: closures (permanently stopped operations) and mergers or acquisitions. Our results reveal that, although service and non-service firms may differ in terms of industry structure, the fundamental resources that contribute to their survival are the same: education, work and life experience and adequate levels of startup financial capital. In spite of these similarities, our results did reveal industry differences in terms of exit. We found serial entrepreneurs in the service sector were more likely to exit through merger or acquisition. Conversely, intellectual property decreased the likelihood of exit through merger or acquisition for non-service firms. Thus, our findings revealed a link between human capital, industry and exit route for this sample of new firms.

scholarly journals Are founder-CEOs resilient to crises? The impact of founder-CEO succession on new firm survival

2021 ◽  
pp. 026624262110507
Author(s):  
Yuji Honjo ◽  
Masatoshi Kato
Keyword(s):  
Chief Executive Officers ◽  
Chief Executive ◽  
Firm Survival ◽  
Ceo Succession ◽  
New Firms ◽  
Macroeconomic Conditions ◽  
Japanese Firms ◽  
New Firm ◽  
Executive Officers ◽  
The Impact

This article explores whether new firms managed by founder-chief executive officers (CEOs) are more likely to survive than those managed by successor-CEOs in times of crisis. Drawing on the concept of ‘resilience’ to adversity, we argue that founder-CEOs increase the likelihood of new firm survival, especially in times of crisis. Using a sample of Japanese firms founded during the 2003–2010 period, we examine the impact of founder-CEO succession on new firm survival. The analysis shows that new firms managed by founder-CEOs are less likely to liquidate than those managed by successor-CEOs, especially during the 2008–2009 financial crisis. This suggests that founder-CEOs are more resilient to crises than successor-CEOs. In contrast, new firms managed by successor-CEOs are more likely to exit via merger than those managed by founder-CEOs, regardless of macroeconomic conditions. These findings are robust after controlling for the endogeneity of CEO succession.

Esperienza lavorativa dei fondatori e sopravvivenza delle giovani imprese high-tech in mercati in crisi

2009 ◽  
pp. 41-61
Author(s):  
Luca Grilli
Keyword(s):  
Human Capital ◽  
Work Experience ◽  
Firm Survival ◽  
Jel Classification ◽  
High Tech ◽  
Specific Work ◽  
Alternative Employment ◽  
Start Up ◽  
The One ◽  
The Impact

- This article adds new insights into the relationship between the founders' human capital and the survival prospects of start-up businesses. The impact of founders' human capital on firm survival is controversial. On the one hand, more experienced and skilled individuals are likely to create start-up businesses with a high chance of survival; on the other hand, their opportunity costs to run the firm may be high given the potential returns for investing their efforts in alternative employment opportunities. Analysing a sample of 179 Italian start-up companies created during 1995-early 2000 and operating in the ICT services markets, this study provides evidence that, in intense industry crises (early 2000-2003), highly work-experienced entrepreneurs may pursue an exit strategy, highlighting the importance of distinguishing between different types of work experience and different exit routes. In particular, founding teams with highly specific work experience show higher probability of following the M&A route, while a higher level of generic work experience is more conducive to closure. Keywords: high-tech entrepreneurship; young firm survival; founders' human capital Parole chiave: imprenditorialitŕ high-tech; sopravvivenza di giovani imprese; capitale umano degli imprenditori Jel Classification: L26 - L86

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