Q2. What are the future works mentioned in the paper "The strategic management of high-growth firms" ?
By synthesizing these factors and highlighting how theories of strategic management provide opportunities for future research on the drivers of high growth, the authors provide researchers with a more substantiated level of knowledge about past accomplishments, unresolved issues, and unanswered questions related to the strategic management of HGFs. The authors believe that further examining the contingency factors among the five key drivers will help inform more of the taken-for-granted assumptions of high growth.
Q3. What is the remedy for using absolute growth?
A remedy for using absolute growth is to estimate statistical models that control for business size, which decreases the inferential problems of samples dominated by small firms.
Q4. What are the main reasons for the fragmented nature of HGF research?
The authors see three main reasons for the fragmented nature of HGF research stemming from inconsistent definitions, sampling challenges, and organizational complexity.
Q5. How many studies addressed the topic of human capital?
3.2. Human capital in HGFs Human capital is the most prevalent theme in the literature on the strategic management of HGFs, with no less than 20 (51%) studies of the 39 reviewed addressing this topic.
Q6. What is the main reason for the positive effect of management experience on high growth?
One reason for the positive effect of management experience on high growth is that previous knowhow, connections, and understanding of the “rules of the game” create the fertile ground and confidence through which founder-managers enter the market with largerinitial size and employ growth-oriented market strategies (Brüderl and Preisendörfer, 2000).
Q7. What is the importance of the cognitive ability of founder-managers?
In sum, their review reveals that founder-managers’ cognitive ability is both directlylinked to high growth and moderated by higher education (negatively) and practical knowledge (positively).
Q8. What is the importance of education for high growth?
Almus (2002) found that the educational level of both the founder-managers and all team members (founders or managers) are important, concluding that “firms of entrepreneurs with a high human capital endowment [PhD or professor level] are more likely to experience fast growth” (Almus, 2002: 1506).
Q9. What is the way to strike a balance between these approaches?
One way to strike a balance between these approaches is to use a combination of relative and absolute growth rates or to use measures for defining minimum size criteria for inclusion in a study (Daunfeldt et al., 2014).
Q10. What are the main findings of Baum and Bird?
Baum and Bird (2010) studied the extent to which CEOs’ practical, analytical, and creative intelligence support both swift action and multiple improvement actions in order to reach high growth.
Q11. How many studies looked at profitability or some type of innovation as the dependent variable?
Three studies (7%) individually looked at profitability or some type of innovation as the dependent variable, all using quantitative analyses.
Q12. What are the frequent drivers of high growth in the literature?
Approximately half of the studies (18) addressed only one driver of high growth, with 16 studies addressing two drivers, and only five studies focusing on three drivers.