speed and scaling: an investigation of accelerated firm growth

While most firms do not grow, a small number of firms are able to maintain and accelerate their growth over time. Researchers, practitioners, and policymakers continue to question the factors which increase a firm's chances of growing rapidly and becoming a more powerful economic driver. Using a robust longitudinal data set from the United Kingdom (UK) during the period from 2000 to 2017, we investigate the propensity of firms to accelerate growth in sales, employment, market share, and productivity. We report varying effects of firm characteristics, industry competitive factors, and regional factors as drivers of accelerated growth. This study will help policymakers and firm managers understand the forces behind different types of acceleration, and it provides a foundation for future research on the speed of firm growth

Organizational scaling: the role of knowledge spillovers in driving multinational enterprise persistent rapid growth

Based on insights from the spillover, international business, and knowledge management literatures, we study factors that enhance multinational enterprise (MNE) scaling and growth. Viewing MNEs and their employees as potentially rich knowledge sources, we draw attention to MNE-to-MNE knowledge spillover which fuel MNE scaling throughout organizations and employ panel data spanning 44,256 foreign and 21,246 domestic MNEs during 2004-2017. Our results show that (a) foreign MNEs benefit from depth and breadth of organizational knowledge spillover available in a geographic region, (b) domestic MNEs benefit from the depth of human capital knowledge spillover, and surprisingly, (c) domestic ownership hampers MNE scaling

Firm-level strategic orientation and performance: a synthesis and extension of the knowledge base on entrepreneurial, market and learning orientation

Should a firm stay focused or should it rather adopt a broader strategic perspective? This dissertation summarizes and extends the existing knowledge base on entrepreneurial, market, and learning orientation. Building on multiple theoretical perspectives, empirical evidence from prior studies, as well as on survey and archival data collected in two economic contexts, performance effects from individual orientations, their dimensions and combinations are explored. Results reveal that the three strategic orientations are highly interrelated and that their relationship to firm performance is more complex than previously assumed