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Software Firms (software + firm)
Selected AbstractsContrasting Strategic Response to Economic Recession in Start-Up versus Established Software Firms,JOURNAL OF SMALL BUSINESS MANAGEMENT, Issue 2 2009Scott Latham Economic recessions represent a period of greatly reduced environmental munificence that threatens the survival of all firms. This is especially the case for smaller, start-up firms, which have been shown to fail at a much higher rate compared with their larger, more established peers. This study surveyed 137 software executives regarding their strategic response to the most recent economic downturn (2001,2003). I draw upon Hofer's framework for turnaround strategies to develop hypotheses to explore how smaller, start-up firms adjust their strategies in response to economic recession. The results suggest that start-up organizations are much more inclined to pursue revenue-generating strategies as a means to weathering recession rather than cost reductions, which tended to be the preferred strategy of larger firms. [source] Systems Competition, Vertical Merger, and ForeclosureJOURNAL OF ECONOMICS & MANAGEMENT STRATEGY, Issue 1 2000Jeffrey Church We address the possibility of foreclosure in markets where the final good consists of a system composed of a hardware good and complementary software and the value of the system depends on the availability of software. Foreclosure occurs when a hardware firm merges with a software firm and the integrated firm makes its software incompatible with a rival technology or system. We find that foreclosure can be an equilibrium outcome where both the merger and compatibility decisions are part of a multistage game which permits the foreclosed hardware firm to play a number of counter-strategies. Further, foreclosure can be an effective strategy to monopolize the hardware market. [source] Cognitive Dynamics of Capability Development PathsJOURNAL OF MANAGEMENT STUDIES, Issue 6 2009Tomi Laamanen abstract Recent research on capability dynamics has increasingly turned its attention to the cognitive microfoundations of capability development. On the basis of a longitudinal case study of the evolution of three network security software firms, we find that the effects of managerial cognition can be detected at three distinct levels of capability development. At the level of operational capabilities, instrumental cognition affects the way in which capabilities are developed. At the level of a firm's capability portfolio, shifts in management's attention regarding capability development cause different evolutionary paths to emerge. Finally, at the extended enterprise level, managerial foresight influences the way in which a firm's capability constellation morphs over time. Our findings provide novel empirical evidence and contribute to an improved understanding of the role of managerial cognition in capability development. [source] Which Tangible and Intangible Assets Matter for Innovation Speed in Start-Ups?,THE JOURNAL OF PRODUCT INNOVATION MANAGEMENT, Issue 4 2007Ans Heirman The launch of the first product is an important event for start-ups, because it takes the new venture closer to growth, profitability, and financial independence. The new product development (NPD) literature mainly focuses its attention on NPD processes in large firms. In this article insights on the antecedents on innovation speed in large firms are combined with resource-based theory and insights from the entrepreneurship literature to develop hypotheses concerning the antecedents of innovation speed in start-ups. In particular, tangible assets such as starting capital and the stage of product development at founding and intangible assets such as team tenure, experience of founders, and collaborations with third parties are considered as important antecedents for innovation speed in start-ups. A unique data set on research-based start-ups (RBSUs) was collected, and event-history analyses were used to test the hypotheses. The rich qualitative data on the individual companies are used to explain the statistical findings. This article shows that RBSUs differ significantly in their starting conditions. The impact of starting conditions on innovation speed differs between software and other companies. Although intuition suggests that start-ups that are further in the product development cycle at founding launch their first product faster, our data indicate that software firms starting with a beta version experience slower product launch. The amount of initial financing has no significant effect on innovation speed. Next, it is shown that team tenure and experience of founders leads to faster product launch. Contrary to expectations, alliances with other firms do not significantly affect innovation speed, and collaborations with universities are associated with longer development times. [source] | ||||||||||