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dc.contributor.authorWelbourne, Theresa M.
dc.contributor.authorWright, Patrick M.
dc.date.accessioned2020-11-25T14:50:46Z
dc.date.available2020-11-25T14:50:46Z
dc.date.issued1997-01-01
dc.identifier.other124611
dc.identifier.urihttps://hdl.handle.net/1813/76998
dc.description.abstractIn order to better understand the relevant resources in the resource based view of the firm, this study examines which resources executives in initial public offering (IPO) firms think are important to their success two years after the IPO. Results indicate that managers recognized five different resources as important, with the executives considering themselves (management) to be the most important resource. The effect of all five resources (culture, human resource management [HRM] practices, management, technology, and product/marketing) on both short and long-term firm performance was studied. Results show that management and technology are considered important by the investment community, with both affecting short-term IPO firm performance. However, analyses on long-term performance suggest that the key role management plays may be due to management’s ability to develop synergies with people who are key to the organization’s success — both employees and customers.
dc.language.isoen_US
dc.subjectfirm
dc.subjectstudy
dc.subjectresource
dc.subjectIPO
dc.subjectmanager
dc.subjectexecutive
dc.subjecttechnology
dc.subjectproduct
dc.subjectmarket
dc.subjectpractice
dc.subjectHRM
dc.subjectperformance
dc.subjectemployee
dc.subjectcustomer
dc.titleWhich Resources Matter in Initial Public Offering Firms? A Longitudinal Comparison of Five Resources’ Contributions to Firm Performance
dc.typepreprint
dc.description.legacydownloadsWhich_Resources_Matter_in_InitialWP97_02.pdf: 638 downloads, before Oct. 1, 2020.
local.authorAffiliationWelbourne, Theresa M.: Cornell University
local.authorAffiliationWright, Patrick M.: Cornell University


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