Young organizations often lack established role structures or trained personnel; they lack stable relations both among
personnel and with external stakeholders; and they often lack sufficient slack
resources to weather lean times. At the other end of the life cycle, because
organizations are more open than biological systems, they have a greater capacity
to delay death-to incorporate replacement resources into the maintenance
and repair of their structures. Empirical evidence strongly supports the negative
relation between organizational age and death. Carroll (1983) reviewed models
of death rates across fifty-two data sets involving populations of retail stores,
manufacturing firms, and craft and service organizations, finding that death
rates declined with age in most of these populations (for other reviews, see
Baum, 1996: Table 2; Baum and Amburgey, 2002)
Young organizations often lack established role structures or trained personnel; they lack stable relations both amongpersonnel and with external stakeholders; and they often lack sufficient slackresources to weather lean times. At the other end of the life cycle, becauseorganizations are more open than biological systems, they have a greater capacityto delay death-to incorporate replacement resources into the maintenanceand repair of their structures. Empirical evidence strongly supports the negativerelation between organizational age and death. Carroll (1983) reviewed modelsof death rates across fifty-two data sets involving populations of retail stores,manufacturing firms, and craft and service organizations, finding that deathrates declined with age in most of these populations (for other reviews, seeBaum, 1996: Table 2; Baum and Amburgey, 2002)
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Young organizations often lack established role structures or trained personnel; they lack stable relations both among
personnel and with external stakeholders; and they often lack sufficient slack
resources to weather lean times. At the other end of the life cycle, because
organizations are more open than biological systems, they have a greater capacity
to delay death-to incorporate replacement resources into the maintenance
and repair of their structures. Empirical evidence strongly supports the negative
relation between organizational age and death. Carroll (1983) reviewed models
of death rates across fifty-two data sets involving populations of retail stores,
manufacturing firms, and craft and service organizations, finding that death
rates declined with age in most of these populations (for other reviews, see
Baum, 1996: Table 2; Baum and Amburgey, 2002)
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