The US brewing industry, strategic windows and survival. Issue 4 (2nd September 2014)

• Record Type: Journal Article
• Authors: A. Walter, Lynn; F. Edelman, Linda; J. Hatten, Keneth
• Is Part Of: Journal of management history. Volume 20:Issue 4(2014)
• Page Start: 434
• Page End: 458
• Publication Date: 2014-09-02
• Subjects: Management -- History -- Periodicals; Public administration -- History -- Periodicals; 658.009
• DOI: 10.1108/JMH-02-2014-0017
• Languages: English
• ISSNs: 1751-1348

Abstract

<abstract> <title> <x content-type="archive" xml:space="preserve">Abstract</x> </title> <sec> <title content-type="abstract-heading">Purpose</title> <p> – This paper aims to investigate how dynamic capabilities enabled survival in a select group of brewers, during one of the lengthiest and most severe industry consolidations in history. In doing so, we advance Abell's (1978) theory of strategic windows through integration with the resource-based view of the firm. </p> </sec> <sec> <title content-type="abstract-heading">Design/methodology/approach</title> <p> – Using a mixed method approach, we first apply case study methods to develop hypotheses around the timing and level of operational capability required for survival. In the second phase, we test these hypothesized estimations on the USA Brewing population. </p> </sec> <sec> <title content-type="abstract-heading">Findings</title> <p> – Indicate that brewers which had advanced distribution and manufacturing operational capabilities before the strategic window of opportunity closed had higher survival rates. </p> </sec> <sec> <title content-type="abstract-heading">Practical implications</title> <p> – This study reinforces the importance of making timely strategic investments in capabilities. </p> </sec> <sec> <title content-type="abstract-heading">Originality/value</title> <p> – The integration of strategic window and capability theories advances our understanding of the roles that capabilities and time play in determining firm survival.</p> </sec> </abstract>