New venture strategies in the minicomputer industry

Article Abstract:

Despite considerable recent interest in the processes and problems of entrepreneurship, very little is known about why new ventures succeed or fail. Even less is known about how the characteristics of organization that determine early success or failure influence later capacities for adaptation. This article presents results of an in-depth study of strategies employed by 108 new firms in the minicomputer industry over the period 1957 to 1981. It examines how different strategies implemented under different industry conditions are linked to early survival and failure. Than, it explores whether and to what extent these strategies persist in the face of changes in the firms' environment. (Reprinted by permission of the publisher.)

Analysis, Computer industry, New business enterprises, Startups

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The strategy concept II: another look at why organizations need strategies

Article Abstract:

This article reconsiders the question of why organizations really do need strategies, and also shows how some long-held beliefs explain why organizations don't, as well as do, need strategies. It considers the needs for strategy to set direction, focus effort, define the organization, and provide consistency. (Reprinted by permission of the publisher.)

Corporations

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Management tools and techniques: a survey

Article Abstract:

This article examines the use of management tools by companies, such as strategic planning, outsourcing, benchmarking, reengineering, and total quality management. A survey of company executives assesses their satisfaction with different management tools, and looks at the relationship between the programs and financial results.

World, Management Theory & Techniques, Statistical Data Included, Management, Surveys, Executives

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