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Tables of Contents for New Venture Strategy
Chapter/Section Title
Page #
Page Count
Common Wisdom on the Timing of Entry
1
15
The Common Wisdom on Pioneering
2
10
New Venture Profitability: A Simple Perspective
3
5
Common Wisdom on New Venture Survival
8
4
Simplistic or Oversimplistic?
12
3
Environmental Stability, Timing, and New Venture Performance
15
10
Demand Uncertainty
16
3
Technological Uncertainty
19
1
Pioneer's Inertia
20
2
Conclusion
22
3
Educational Capability, Timing, and New Venture Performance
25
18
Customer Uncertainty of Organizational Identity
27
1
Customer Uncertainty of Management
28
1
Customer Uncertainty of Industry's Product
29
3
Product Type
32
2
New Venture Performance
34
5
Educational Capability, Timing, and Profitability
34
3
Educational Capability, Timing, and Probability of Survival
37
2
Conclusion
39
4
Barriers to Entry, Timing, and New Venture Performance
43
14
Lead Time
44
4
Lead Time, Timing of Entry, and Profitability
47
1
Lead Time, Timing of Entry, and Probability of Survival
47
1
The Costs and Benefits of Competitive Rivalry
48
1
Managing Lead Time: What to Do?
49
5
Conclusion
54
3
Scope of Entry and Degree of Mimicry: Two Factors That Affect New Venture Uncertainty
57
18
Entry Scope
58
6
Narrow Is Better
58
3
Broad Is Better
61
1
Scope, Timing, and Profitability
62
1
Scope, Timing, and Probability of Survival
63
1
Entry Wedge Mimicry
64
8
Why Would a New Entrant Imitate?
65
1
Who Do Firms Imitate?
66
1
Types of Entry Wedge Mimicry
67
3
Mimicry, Timing, and New Venture Performance
70
2
Conclusion
72
3
Competence, Timing of Entry, and New Venture Performance
75
20
Competence
75
4
New Venture Competence
79
3
New Venture Competence and Competitive Advantage: How Independent and Corporate Ventures Differ
82
9
Conclusions: What to Do?
91
4
Conclusion and Summary
95
4
References
99
8
Index
107
4
About the Authors
111