The differential impact of strategic aggressiveness on firm performance: The role of firm size

被引：8

作者：

Weinzimmer, Laurence ^{[1
]}

Esken, Candace A. ^{[1
]}

Michel, Eric J. ^{[2
]}

McDowell, William C. ^{[3
]}

V. Mahto, Raj ^{[4
]}

机构：

[1] Bradley Univ, Foster Coll Business, Peoria, IL 61625 USA

[2] Northern Illinois Univ, Barsema Hall, De Kalb, IL 60115 USA

[3] Texas State Univ, McCoy Coll Business, 524 McCoy Hall,601 Univ Dr, San Marcos, TX 78666 USA

[4] Univ New Mexico, Albuquerque, NM 87131 USA

来源：

JOURNAL OF BUSINESS RESEARCH | 2023年 / 158卷

关键词：

Strategic aggressiveness; Innovation; Firm size; Firm performance; Institutional theory; Resource -based view; RESOURCE-BASED VIEW; ORGANIZATIONAL GROWTH; ENTREPRENEURIAL ORIENTATION; COMPETITIVE ADVANTAGE; MODERATING ROLE; INNOVATION; ENVIRONMENT; CONSEQUENCES; LINKING; DYNAMICS;

D O I：

10.1016/j.jbusres.2022.113623

中图分类号：

F [经济];

学科分类号：

02 ;

摘要：

Strategic aggressiveness, including product and process innovation, is a central construct in both the strategic management and entrepreneurship literatures, including strategic positioning, innovation, and competitive dy-namics. While scholars have considered antecedents to strategic aggressiveness, this area of research lacks empirical studies assessing the impact of a firm's innovative efforts on organizational-level outcomes. Moreover, most empirical studies examining strategic aggressiveness focus on large organizations. This study draws on the resource-based view (RBV), institutional theory, and the corporate entrepreneurship literature to examine the extent to which strategic aggressiveness differentially impacts firm performance in large and small firms. Using a two-sample design comprising 773 firms from 74 industries, this study finds that the relationship between strategic aggressiveness and firm-level performance is stronger in small firms compared to large firms.

引用

页数：9

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