Entrepreneurial Processes in a Changing Economy
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Entrepreneurial Processes in a Changing Economy

Frontiers in European Entrepreneurship Research

Edited by Friederike Welter, David Smallbone and Anita Van Gils

The contributors take a closer look at what constitutes entrepreneurial processes; how entrepreneurs develop their businesses and access critical resources in times of crisis; and which roles knowledge and innovation play in continuous venture development. The chapters included in this volume give a flavour of the themes and approaches featuring in contemporary entrepreneurship and small business research in Europe.
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Chapter 5: New Moderating Factors for the Pioneer’s Success

Pedro M. García-Villaverde, María J. Ruiz-Ortega and Gloria Parra-Requena


Pedro M. García-Villaverde, María J. Ruiz-Ortega and Gloria Parra-Requena 1. INTRODUCTION The literature on First Mover Advantages (FMAs) has been very extensive (Finney et al. 2008; Lieberman and Montgomery 1988; Vanderwerf and Mahon 1997, among others) over the last three decades. The difficulties of obtaining and maintaining net advantages from pioneering, especially in contexts of strong dynamism and hostility, have been highlighted (Covin et al. 2000; Suarez and Lanzolla 2007; Zhou, 2006).1 Furthermore the biases in the development of empirical studies detected by several compilation studies limit the obtaining of concluding results on FMAs (Kerin et al. 1992; Szymanski et al. 1995, amongst others). The marketing approach has developed some of the most relevant contributions in this field of FMAs (Boulding and Christen 2008; Song et al. 1999, among others). However, we must note that the great majority of these studies are focused on one product or one brand as a unit of analysis (Golder and Tellis 1993). Besides, we have not found any empirical study that analyses the moderating effects of new product development (NPD) factors on the success of pioneering. In this line we consider that market intelligence and cross-functional integration linked to the NPD process can have relevant implications for the effectiveness of pioneer orientation, because these factors influence the exploration and exploitation of new products in the market. We consider that the contingent approach of organization theory is a good option to complement the approaches of marketing and strategy (Chandler 1962). From this...

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