Dr. Jeffrey McGee
Associate Professor
Gilley, K. Matthew; McGee, Jeffrey E.; Rasheed, Abdul A. April 2004. Journal of Small Business Management, Vol. 42 Issue 2, p117, 17p.
This study investigates how perceived environmental dynamism and managerial risk aversion influence a firm's manufacturing outsourcing activities. Based on a survey of 86 small manufacturing firms, the study found that higher levels of perceived environmental dynamism and managerial risk aversion are associated with increased outsourcing activity. These relationships are moderated by firm maturity such that newer firms engage in more manufacturing outsourcing than their mature counterparts when the environment is perceived to be more dynamic. Mature firms were found to outsource more than newer firms when their top-management teams were relatively more risk averse.
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McGee, Jeffrey E.; Sawyerr, Olukemi O. Oct 2003. Journal of Small Business Management, Vol. 41 Issue 4, p385, 17p.
This study examines the relationship among perceived strategic uncertainty (PSU), environmental scanning, and the information sources used by owner–managers of a sample of 153 small high-technology manufacturing firms. The results suggest that increased scanning activities are associated with high levels of PSU. Perhaps most importantly, the results also suggest that owner–managers of younger firms respond to uncertainty differently than their counterparts in more mature firms. Specifically, owner–managers of younger firms appear to respond to higher PSU by relying more heavily on personal and external information sources. Owner–managers of older firms, on the other hand, rely more heavily on internal and impersonal information sources to address environmental uncertainty.
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Perceived Uncertainty and Firm Performance in SMEs.
Sawyerr, Olukemi O.; McGee, Jeffrey E.; Peterson, Mark. Aug 2003. International Small Business Journal, Vol. 21 Issue 3, p269, 20p.
Focuses on a proposal and testing of a model of the effects of perceived environmental uncertainty on personal networking activities and firm performance. Result of the increased networking in response to perceived uncertainty; Core of the empirical and theoretical treatment of personal networks; Overview of the theoretical foundation and hypotheses of personal networking activities.
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Venture Creation and the Enterprising Individual: A Review and Synthesis.
Shook, Christopher L.; Priem, Richard L.; McGee, Jeffrey E. Jun 2003. Journal of Management, Vol. 29 Issue 3, p379, 21p.
Venture creation is at the heart of entrepreneurship. Enterprising individuals or groups start new ventures and, thus, we must understand the role of individuals if we are to understand venture creation. In this article, we review and critique the venture creation literature that has examined the role of the individual, with an eye toward identifying under-researched topics and improving research designs. We then highlight individual judgment as a particularly important future direction for research on the role of enterprising individuals in venture creation. We also discuss techniques for accessing entrepreneurs and for evaluating entrepreneurial judgments.
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Peterson, Mark; McGee, Jeffrey E. 2000. International Journal of Retail & Distribution Management, Vol. 28 Issue 4/5, p170, 11p.
Provides information on a study which examined the relationships between the arrival of a Wal-Mart store in Nebraska and Kansas and the marketing decision and relative performance of local merchants attempting to compete in the same marketplace as the retailing giant. Methods; Results and discussion; Conclusion.
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Toward the Development of Measures of Distinctive Competencies among Small...
McGee, Jeffrey E.; Peterson, Mark. April 2000. Journal of Small Business Management, Vol. 38 Issue 2, p19, 15p.
To remain competitive in markets increasingly dominated by large discount chains, "category killers," and other mass-merchandisers, small independent retailers need to develop distinctive competencies. This study provides insight into the multidimensional character of distinctive competencies by measuring the resources and capabilities possessed by a sample of 255 independent drugstores. Specifically, three competency constructs and one performance construct were simultaneously measured using a rigorous confirmatory factor analysis approach. Positive and strong correlations among the competency constructs provide evidence of a high degree of relatedness among competencies. Moreover, the positive relationship between the competency constructs and the performance construct helps identify which firm resources and capabilities may lead to a competitive advantage for the small retailer.
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Dess, Gregory G.; Lumpkin, G. T.; McGee, Jeffrey E.
Spring 99. Entrepreneurship: Theory & Practice, Vol. 23 Issue 3, p85, 18p.
We endeavor to propose counterintuitive ideas or, alternatively, deny the "assumption bases" (Davis, 1971) of ETP's readers. Major sections of the paper suggest research questions concerning strategies, structures, and processes in the context of corporate entrepreneurship (CE). The issues we propose include: Are cost leadership strategies and corporate entrepreneurship inherently at odds? Are contemporary organizational forms always more compatible with CE than traditional structures? and; How can the normative guidance that permeates the popular press on entrepreneurial processes lead managers astray? Corporate entrepreneurship's unique relationship to strategy, structure, and process issues and future research questions are discussed.
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McGee, Jeffrey E.; Rubach, Michael J. Winter96/97. Journal of Applied Business Research,, Vol. 13 Issue 1, p83, 12p.
Offers information on a study which examined how small retailers responded to the increased environmental hostility created by the arrival of Wal-Mart. Theoretical background; Methodology; Results and discussion.
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McGee, Jeffrey E.; Dowling, Michael J.; Megginson, William L. Oct95. Strategic Management Journal, Vol. 16 Issue 7, p565, 16p.
This paper reports the results of a study of new ventures which examine the relationships between performance and the experience of a new venture's management team, its choice of competitive strategy and its use of various cooperative arrangements. The findings of the moderated regression analysis indicate that cooperative arrangements are most beneficial to those new ventures whose management teams possess the most experience. Researchers have suggested two different theoretical frameworks for analyzing the impact of cooperative behavior on performance, transaction cost economics and strategic behavior theory. Two measures of management experience were used in this study. The first measure was intended to reflect the prior functional experience possessed by members of the management team in three functional areas, marketing, R&D and manufacturing. The second measure of management experience was intended to correct for the number of members in each management team
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Business and technology strategies and new venture performance: A study of the telecommunications...
Dowling, Michael J.; McGee, Jeffrey E. Dec 94. Management Science, Vol. 40 Issue 12, p1663, 15p.
Discusses a set of hypotheses relating competitive and cooperative business strategies and technology strategies to new venture performance in the telecommunication equipment industry. Cost leadership strategies; Research and development expenditures; Interaction effects between investments in innovation and competitive strategies and performance.
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McGee, Jeffrey E.; Dowling, Michael J. Jan 94. Journal of Business Venturing, Vol. 9 Issue 1, p33, 16p.
Presents a study that examined the relationships between new venture performance, management team experience and the use of research and development (R&D) cooperative arrangements. Use of regression analysis on firms in high-technology industries; Effectiveness of the R&D cooperative arrangements.
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