Michael L. Pettus

The Resource-Based View as a Developmental Growth Process: Evidence From the Deregulated Trucking Industry

This paper develops a resource-based perspective for predicting the sequencing of a firms resources that best provides for firm growth. The sequencing that generated the highest firm growth combin...

A theory of change in turbulent environments: the sequencing of dynamic capabilities following industry deregulation

The dynamics of change and the path-dependent evolution of resources and capabilities are central concerns of contemporary strategic management. This paper integrates the resource-based and dynamic capabilities literatures to explain why development of dynamic capabilities is especially important for firms that transition from regulated to deregulated environments. We develop a theoretical model and specific propositions concerning the pattern and sequencing of dynamic capability development within environments experiencing substantial change, specifically in newly deregulated industries. We discuss implications of the proposed theoretical model for both research and managerial practice.

STEPPING STONES TO FIRM GROWTH: EVIDENCE FROM THE DEREGULATED U.S. RAILROAD INDUSTRY.

This paper examines the sequencing of growth strategies pursued by rival firms in a postderegulated environment. The results indicate heterogeneity in the scale and scope-related choices made by fi...

Sequencing and timing of strategic responses after industry disruption: Evidence from post-deregulation competition in the US railroad industry

This article examines the sequencing and timing of firms’ strategic responses after significant industry disruption. We show that it is not the single strategic choice or response per se, but the sequencing and patterns of consecutive strategic responses that drive a firm’s adaptation and survival in the aftermath of a shift in the industry. We find that firms’ renewal efforts involved differential adaptability in finding balance at the juxtaposition of responding to demand-side pressures and choosing a path of new capability acquisition efficiently. Our study underscores the importance of taking a sequencing approach to studying strategic responses to industry disruption.

Inside the mind of a Global CEO: an interview with Caterpillar CEO Douglas R. Oberhleman

This special issue of strategies for emerging markets starts with a powerful interview with the CEO and Chairman of the Board of Directors of Caterpillar. Caterpillar is viewed by many analysts as a barometer of the health of the global economy. This interview, which was conducted with CEO Oberhelman, provides insights into how emerging markets may develop in the future. His responses are important because he can tell us how to do business in fully developing markets (e.g., BRIC) and also in developing markets of the future. He discusses not only what markets are emerging but also, more importantly, how and why firms should conduct business in these emerging markets. The person who conducted the interview was Michael Pettus, an Associate Professor of Management at the Tabor School of Business at the Millikin University.

Strategically planned entrepreneurial expansion into emerging markets: a resource-based view of Argentina

This paper highlights entrepreneurial expansion into an emerging market. These markets are characterised as locations moving along a dynamic path from a closed economy with government control of economic policy to an open economy with reliance on market forces and the global economy. Building upon Porters diamond to determine international country attractiveness we added additional factors relevant to firms considering entrepreneurial expansion into emerging markets. A model is developed for achieving successful entrepreneurial expansion into emerging markets. Argentina is the emerging market used to apply the model.