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Sales Growth (sales + growth)
Selected AbstractsThe Impact of Interorganizational Imitation on New Venture International Entry and PerformanceENTREPRENEURSHIP THEORY AND PRACTICE, Issue 1 2010Stephanie A. Fernhaber We examine the impact of interorganizational imitation on new venture international entry and subsequent performance. Using a sample of 150 U.S.-based publicly held new ventures, we find that new venture international entry is in part an imitative response to the internationalization of other firms in the venture's home country industry and/or subsets of firms with certain traits or outcomes. We also find that interorganizational imitation moderates the relationship between new venture international entry and profitability, but not the relationship between new venture international entry and sales growth. These findings contribute to the growing body of literature on new venture internationalization. [source] Foreign Sales and Small Firm Growth: The Moderating Role of the Management TeamENTREPRENEURSHIP THEORY AND PRACTICE, Issue 1 2002A. Rebecca Reuber The premise of this article is that the management team of a small firm plays a key role in internationalization outcomes. Specifically, it is hypothesized that a greater degree of behavioral integration within a small firm's management team enables it to manage the complexity of foreign sales growth more effectively, leading to greater overall firm growth. Findings, based on data collected from two different industries (software products, food processing), support the hypothesis and indicate that the behavioral integration of the management team moderates the relationship between foreign sales growth and overall firm growth. [source] Strategic HRM in China: Configurations and competitive advantageHUMAN RESOURCE MANAGEMENT, Issue 4 2008Irene H. Chow The strategic HR literature suggests that a firm will perform better through internal appropriate fit among HRM practices (the configuration fit) and through external appropriate fit between a firm's HRM practices and business strategy. The present study adopts a configuration approach to identify unique patterns of HR practices and business strategy that are posited to be maximally effective. The proposed relationships were empirically tested by surveying with a sample of 241 business firms in Guangzhou, South China, to find out the extent that four HR configurations could be successfully adopted in the Chinese context. The results revealed that HR configurations are significantly related to effect in predicting overall outcome performance and turnover, but not significantly related to effect on sales growth and profit growth rates. Research findings showed not only competitive strategies are significantly related to effect on HR configurations. The results also showed significant interaction effects between HR configurations and business strategy in their effect on profit and sales growth. These results further extended support for a contingency perspective in strategic HRM to the Chinese context, with significant practical implications for managing HRM in China. © 2008 Wiley Periodicals, Inc. [source] Growth versus Margins: Destabilizing Consequences of Giving the Stock Market What It WantsTHE JOURNAL OF FINANCE, Issue 3 2008PHILIPPE AGHION ABSTRACT We develop a model in which a firm can devote effort either to increasing sales growth, or to improving per-unit profit margins. If the firm's manager cares about the current stock price, she will favor the growth strategy when the market pays more attention to growth numbers. Conversely, it can be rational for the market to weight growth measures more heavily when it is known that the firm is following a growth strategy. This two-way feedback between firms' strategies and the market's pricing rule can lead to excess volatility in real variables, even absent any external shocks. [source] | ||||||||||