Existing studies of conflict management in joint ventures assume that the characteristics of the tasks that generate conflict have no impact on either the conflict-performance relationship or on the effectiveness of conflict management techniques. In this paper we challenge this assumption by...

Does market information improve new venture performance? While some researchers argue that entrepreneurs do not need formal processes to collect and use market information, others suggest that the use of formal market information processes is positively related to firm performance. In this...

Managers form simplified mental models to cope with market environment uncertainties and to process information. A critical decision is whether to enter a high-potential market early. Large innovation and development investments involved in this decision increase uncertainty. We examine the...

The Miles-Snow (M-S) strategic typology has continued to receive attention in the academic business press, even though it has been criticized for not making explicit the relationships between strategic type and ultimate profit performance. Using the market orientation and Resource-Based View...

The Miles and Snow strategic type framework is re-examined with respect to interrelationships with several theoretically relevant batteries of variables, including SBU strategic capabilities, environmental uncertainty, and performance. A newly developed constrained, multi-objective,...

Our model explores the effects of marketing and launch activity execution, launch timing, and nature of the product on performance, considering also the SBU's level of cross-functionl integration and market orientation, and levels of channel cooperation. We empirically test the model using new...

Successfully launching its first product is critical to a new venture's continued success, yet the new venture has relatively few financial or human resources to support its marketing or R&D activities. It is thus important for the new venture to attract funding from external investors such as...