You are not currently logged in.
Access JSTOR through your library or other institution:
If You Use a Screen ReaderThis content is available through Read Online (Free) program, which relies on page scans. Since scans are not currently available to screen readers, please contact JSTOR User Support for access. We'll provide a PDF copy for your screen reader.
Revisiting Burns and Stalker: Formal Structure and New Venture Performance in Emerging Economic Sectors
Wesley D. Sine, Hitoshi Mitsuhashi and David A. Kirsch
The Academy of Management Journal
Vol. 49, No. 1 (Feb., 2006), pp. 121-132
Published by: Academy of Management
Stable URL: http://www.jstor.org/stable/20159749
Page Count: 12
You can always find the topics here!Topics: Formalization, Human resources, Stalkers, Business structures, Economic sectors, Sine function, Environmental management, Industrial management, Modeling, Corporate bureaucracy
Were these topics helpful?See something inaccurate? Let us know!
Select the topics that are inaccurate.
Since scans are not currently available to screen readers, please contact JSTOR User Support for access. We'll provide a PDF copy for your screen reader.
Preview not available
This study examines the effects of formal structure on the performance of new ventures in the emergent Internet sector during the years 1996-2001. Burns and Stalker (1961) argued that in dynamic economic sectors, firms with organic structures are more effective than those with more mechanistic structures. We suggest this proposition does not hold for new ventures in turbulent, emergent economic sectors. Building on Stinchombe's (1965) arguments concerning new ventures' liability of newness, we hypothesize that new ventures with higher founding team formalization, specialization, and administrative intensity outperform those with more organic organizational structures. Results support these hypotheses.
The Academy of Management Journal © 2006 Academy of Management