Dollinger index

(Kiana) #1

550 ENTREPRENEURSHIP


Decision Processes in High-Velocity
Environment: Four Cases in the
Microcomputer Industry,” Management
Science 34, 1988: 816–835.


  1. M. Werner, “Planning for Uncertain Futures:
    Building Commitment Through Scenario
    Planning.” Business Horizons, May–June
    1990: 55–58.

  2. In the short run, firms can survive if price is
    less than average variable cost, but in the long
    run, negative contribution margins cannot be
    sustained. In the long run, price must be suf-
    ficient to cover average total costs.

  3. M. Feldman, M., Hatch, J. Martin, and S.
    Sitkin. “The Uniquenes Paradox in Orga-
    nizational Stories.” Administrative Science
    Quarterly 28, l983: 438–453.

  4. C. Baden-Fuller and J. Stopford, Rejuvenat-
    ing the Mature Business. (London: Routledge,
    l992).

  5. Porter, 1980.

  6. Adapted from W. Bulkeley. “Maturing Mar-
    ket: Computer Startups Grow Increasingly
    Rare,” The Wall Street Journal, September 8,
    1989: 1, 16.

  7. Bulkeley, 1989.

  8. M. Porter, “How to Attack the Industry
    Leader,” Fortune, April 29, 1985: 153–166.

  9. P. Audia, E. Locke, and K. Smith, “The
    Paradox of Success: An Archival and a Lab
    Study of Strategic Persistence Following
    Radical Environmental Change,” Academy of
    Management Journal 43, no. 5, 2000: 837-
    853.

  10. M. Selz, “Small Companies Thrive by Taking
    Over Some Specialized Tasks for Big
    Concerns,” The Wall Street Journal, Septem-
    ber 11, 1992: B1–2.

  11. Porter, 1980. See chapter 12.

  12. H. Green, “Great Online Expectations,”
    Business Week,February, 20, 2006: 86.

  13. P. Gogoi, “Startup Secrets of the Successful,”
    Business Week Online. January 18, 2006.
    Retrieved from the Web January 24, 2006.
    http://www.businessweek.com/smallbiz.

  14. Porter, 1980. See chapter 9.

  15. These examples are from Porter, 1980.

  16. S. Galante, “Venture Firms Are Foraying into
    Fragmented Industries,” The Wall Street
    Journal, October 6, 1986.

  17. A Bhide, “How Entrepreneurs Craft
    Strategies That Work,” Harvard Business
    Review, March-April 1994: R-94202.

  18. R. Grant, “The Resource-Based Theory of


Competitive Advantage: Implications for
Strategy Formulation,” California Manage-
ment Review 34, 1991:114–135.


  1. These capabilities have, at various times, been
    described as “distinctive competencies” or
    “core competencies” by other authors. See L.
    Hrebiniak and C. Snow, “Strategy,
    Distinctive Competence and Organizational
    Performance,” Administrative Science
    Quarterly 25, 1990: 317–336; G Hamel and
    C. Prahalad, “The Core Competencies of the
    Organization,” Harvard Business Review,
    May–June 1990: 79–91.

  2. R. Rumelt, “Evaluation of Strategy.” In D.
    Schendel and C. Hofer (eds.), Strategic
    Management(Boston: Little, Brown, 1979):
    196-210.


Chapter 5


  1. Of course the formulation and implementa-
    tion of a new venture plan frequently do not
    proceed consecutively. There is usually con-
    siderable overlap. The very act of collecting
    information often puts prospective entrepre-
    neurs in contact with other businesspeople,
    creating a network for the new venture, a
    process that could be considered implementa-
    tion. The distinction simply divides analysis
    from action.

  2. E. Barker, “The Bullet Proof Business Plan,”
    Inc.2001. Retrieved from the Web June 6,
    2006, http://www.inc.com/magazine/
    20011001/23484.html.
    3.B. McWilliams, “Garbage In, Garbage Out,”
    Inc.,August 1996. Retrieved from the Web
    June 5, 2006. http://pf.inc.com/maga-
    zine/19960801/1764.html.

  3. D. Gumpert, Burn Your Business Plan,
    (Needham MA: Lauson Publishing Co.,
    2002).

  4. Retrieved from the Web February 12, 2007,
    http://en.wikipedia.org/wiki/Bootstrapping_
    %28business%29.

  5. R. Hisrich and M. Peters, “Chapter 5,”
    Entrepreneurship (Homewood, IL: Irwin,
    1992).

  6. K. Andrews, The Concept of Corporate
    Strategy (Upper Saddle River, NJ: Prentice
    Hall, 1980).

  7. A. Cooper, W. Dunkelberg, and C. Woo,
    “Entrepreneur Perceived Chances for Suc-
    cess,” Journal of Business Venturing3, 1989:
    97–108.

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