¿Por qué crecen las gacelas?

¿Por qué crecen las gacelas? Relación entre innovación y empleo en empresas de alto rendimiento

Blank, S. (2005): T he Four Steps to the Epiphany: Successful Strategies for Products that Win , K & S Ranch Press Blank, S. (2013): Why the Lean StartUp Changes Everything. Harvard Business Review . 91(5):63-72. Bos, J.W. y Stam, E. (2013): Gazelles and industry growth: a study of young highgrowth firms in The Netherlands, Industrial and Corporate Change , 23 (1), 145– 169. Bower, J. L., y Christensen, C. M. (1995): Disruptive Technologies: Catching the Wave. Harvard Business Review , 73, 1, 43–53. Bravo-Biosca, A. (2010): Growth dynamics exploring business growth and contraction in Europe and the US . NESTA: Research report November. Chesbrough, H. (2003): Open Innovation: The New Imperative for Creating and Profiting from Technology . Boston, MA: Harvard Business School Press. Chesbrough, H. (2007): The market for innovation: Implications for corporate strategy, California Management Review , 49(3): 45–66. Chesbrough, H. (2010): Business Model Innovation: Opportunities and Barriers. Long Range Planning , 43, 354-363. Christensen C. M. y Bower, J. L. (1996): Customer power, strategic investment, and the failure of leading firms. Strategic Management Journal 17 (3), 197–218. Christensen, C.M. (1997): The Innovator’s Dilemma . Harvard University Press, Boston, MA. Coad, A. (2010): Exploring the processes of firm growth: evidence from a vector auto-regression, Industrial and Corporate Change , 19, 1677–1703. Coad, A. J. L., Frankish, J., Roberts, R., & Storey, D. (2013). Growth paths and survival chances: An application of gambler’s ruin theory. Journal of Business Venturing , 28(5), 615–632. Coad, A., Daunfeldt, S.-O., Holzl, W., Johansson, D., y Nightingale, P. (2014): Highgrowth firms: introduction to the special section. Industrial andCorporate Change , 23(1), 91–112. Colombelli, A., Krafft, J. y Quatraro, F. (2013): High-growth firms and technological knowledge: do gazelles follow exploration or exploitation strategies? Industrial and Corporate Change , 23 (1), 261–291.


Made with FlippingBook - Online Brochure Maker