Growth in first- and second-generation immigrant firms in Sweden

PublikationArtikel (med peer review)
Företagandets villkor, Företagstillväxt, Karl Wennberg, Nedim Efendic

Sammanfattning

This article contributes to the research exploring the social and economic factors shaping the performance of immigrant-run firms. Drawing upon human and social capital theory and assimilation theory, we investigate differences in performance measured as revenue growth in a comparative study of native and immigrant CEOs. Following 50,002 small firms in Sweden over 4 years, we find distinct patterns in both firm size and revenue growth between firms managed by immigrants and by natives. While firms run by second-generation immigrants from the Organization for Economic Co-operation and Development (OECD) countries exhibit higher growth rates than natives, the reverse is true for second-generation immigrants from non-OECD countries, suggesting that economic integration in terms of small business growth immigrants in Sweden is characterized by segmented rather than universal assimilation.

Related content: Working paper No. 265

Efendic, N., Andersson, F. W., & Wennberg, K. (2016). Growth in first- and second-generation immigrant firms in Sweden. International Small Business Journal, 34(8), 1028-1052. DOI: 10.1177/0266242615612533


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Artikel (med peer review)Publikation
Sundriyal, V. K., Lévesque, M., Wennberg, K., & Norgren, A.
Publiceringsår

2024

Publicerat i

Strategic Entrepreneurship Journal

Sammanfattning

Research summary

Entrepreneurship research overlooks the dynamics of changing diversity in founding teams. Our simulations calibrated from existing studies suggest that founding teams that change diversity exhibit greater discounted performance for their ventures due to being less diverse and thus their ventures surviving longer, compared to teams that maintain their diversity. Moreover, discounted performance is higher for teams changing diversity due to other teams’ performance than due to their own poor performance. Simulating without membership changes the interdependence between team diversity, venture performance, and team disruption, we find that while team diversity is overall performance-enhancing, this association differs across contexts and its impact varies as ventures mature. Founding team diversity should thus be seen as a continuum where moderate diversity can best serve teams in turbulent environments.

Managerial summary

We simulated the behavior of founding teams over time to show that compared to teams that do not change their diversity, those who do experience greater discounted performance for their business ventures. This improvement stems from the increased longevity, and thus greater accumulated performance, for teams that switch since they are more rather than less homogeneous. Our investigation also indicates that ventures led by teams that change diversity because they aspire to outperform other teams, tend to exhibit greater discounted performance than those that change diversity to outperform themselves. When we investigate the interconnectedness of teams’ diversity, ventures’ performance, and disruption, albeit without allowing for any changes in team diversity, we find that while diversity usually helps, teams moderately diversified tend to perform best in turbulent times.

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Artikel (med peer review)Publikation
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Publiceringsår

2024

Publicerat i

Socius, 10.

Sammanfattning

To further research how organizations influence workforce wage inequality, the authors replicate and extend Sorensen and Sorenson’s study on organizational demography and wage inequality in region-industries by (1) replicating original results from Danish regions from 1992 to 1998 using a close-to-identical dataset in Sweden during the same time period, (2) using multiverse analysis to gauge the effect of analytical choices on research results, and (3) expanding the scope of Sorensen and Sorenson’s model by two new measures of organizational diversity. The findings suggest strong to fair test-retest validity of the original model, but model extensions with nuanced measures of organization form diversity do not enhance the model’s explanatory power. The authors analyze and discuss replication anomalies and show how multiverse analysis can be gainfully used more generally in comparative organizational sociology.

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Working paperPublikation
Arora-Jonsson, S., Demir, E. K., Norgren, A., & Wennberg, K.
Publiceringsår

2024

Publicerat i

Annenberg Institute for School Reform at Brown University.

Sammanfattning

Research on school improvement has accumulated an extensive list of factors that facilitate turnarounds at underperforming schools. Given that context or resource constraints may limit the possibilities of putting all of these factors in place, an important question is what is necessary and sufficient to turn a school around. We use qualitative comparative analysis (QCA) of 77 Swedish schools studied over 12 years to answer this question. Our core finding is that there is no “silver bullet” solution. Instead, there are several distinct combinations of factors that can enable school turnaround. The local school context is essential for which combinations of factors are necessary and sufficient for school turnaround. We discuss implications for research on school improvement and education policy.

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