Topic
Firm offer
About: Firm offer is a research topic. Over the lifetime, 894 publications have been published within this topic receiving 63800 citations.
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Book•
01 Jan 1963
TL;DR: In this paper, the authors present an overview of basic concepts in the Behavioral Theory of the Firm, and present a specific price and output model for a specific type of products. But they do not discuss the relationship between the two concepts.
Abstract: List of Tables and Figures. Acknowledgements. Preface to Second Edition. 1. Introduction. 2. Antecedents of the Behavioral Theory of the Firm. 3. Organizational Goals. 4. Organizational Expectations. 5. Organizational Choice. 6. A Specific Price and Output Model. 7. A Summary of Basic Concepts in the Behavioral Theory of the Firm. 8. Some Implications. 9. An Epilogue. Index.
8,897 citations
TL;DR: The concept of IT as an organizational capability is developed and empirically examining the association between IT capability and firm performance indicates that firms with high IT capability tend to outperform a control sample of firms on a variety of profit and cost-based performance measures.
Abstract: The resource-based view of the firm attributes superior financial performance to organizational resources and capabilities. This paper develops the concept of IT as an organizational capability and empirically examines the association between IT capability and firm performance. Firm specific IT resources are classified as IT infrastructure, human IT resources, and IT-enabled intangibles. A matched-sample comparison group methodology and publicly available ratings are used to assess IT capability and firm performance. Results indicate that firms with high IT capability tend to outperform a control sample of firms on a variety of profit and cost-based performance measures.
4,471 citations
TL;DR: The Resource-Based View (RBV) of competitive advantage as discussed by the authors provides a theoretical framework from the field of strategic management for assessing the competitive advantages of family firms by isolating idiosyncratic resources that are complex, intangible, and dynamic within a particular firm.
Abstract: The Resource-Based View (RBV) of competitive advantage provides a theoretical framework from the field of strategic management for assessing the competitive advantages of family firms. The RBV isolates idiosyncratic resources that are complex, intangible, and dynamic within a particular firm. The bundle of resources that are distinctive to a firm as a result of family involvement are identified as the “familiness” of the firm. This approach provides a research and practice method for assessing the specific behavioral and social phenomena within a firm that provide an advantage. Using a familiness model for assessing competitive advantage overcomes many of the problems associated with the generic claim that family companies have an advantage over nonfamily companies. It also provides a unified systems perspective of family firm performance.
1,846 citations
Posted Content•
TL;DR: In this paper, a model relevant to small and growing businesses that delineates five stages of firm development is presented. And eight factors prominent in determining firm success or failure are identified, including financial, personnel, systems and business resources.
Abstract: Develops a model relevant to small and growing businesses that delineates five stages of firm development. These stages are: (1) existence--concerned with garnering customers and delivering the product or service contracted for; (2) survival--firms have demonstrated that they are workable business entities, but the key question becomes whether there is enough money for the firm to break even and stay in business; (3) success--here the decision facing owners is whether to exploit the company's accomplishments and expand or keep the company stable and profitable, providing a base for alternative owner activities; (4) take-off--concerned with how to make the firm grow rapidly and how to finance this growth; and (5) resource maturity--companies have the advantages of size, financial resources, and managerial talent and will be a formidable force in the market if they retain their entrepreneurial spirit. Each stage is characterized by an index of size, diversity, and complexity and described by five management factors: managerial style, organizational structure, extent of formal systems, major strategic goals, and the owner's involvement in the business. In addition, this research identifies eight factors prominent in determining firm success or failure. They include: financial, personnel, systems and business resources and the owner's goals for him/herself, operational abilities in doing important jobs, managerial ability and willingness to delegate, and strategic ability for looking to the future. Knowing which development stage the firm is in will help managers, consultants, and investors make more informed choices and prepare the company for later challenges. (SFL)
1,748 citations