How Fast Can Firms Grow?

Johann Peter Murmann, Korn Jenny () and Worch Hagen ()
Additional contact information
Korn Jenny: Department of Communication, University of Illinois at Chicago, 1007 W Harrison Street, Chicago IL 60607, USA
Worch Hagen: Institute for Management & Innovation, Swiss Distance University of Applied Sciences / Fernfachhochschule Schweiz, Althardstrasse 60, 8105 Regensdorf, Switzerland

Journal of Economics and Statistics (Jahrbuecher fuer Nationaloekonomie und Statistik), 2014, vol. 234, issue 2-3, 210-233

Abstract: Building on recent research on dynamic, high-growth firms - so-called “gazelles” - this paper explores a simple question that is important in both theoretical and practical terms: What is the fastest rate at which firms can grow? Based on a sample of seven high-growth firms (Cisco, GM, IBM, Microsoft, Sears, Starbucks, and US Steel), we find that 162% is the maximum sales growth rate in any one year that an established company can grow without mergers and acquisitions, while the maximum rate of employee growth is approximately 115% even including some mergers and acquisitions. All of the companies in our sample attained a maximum sales growth rate of above 50%, with most hovering around 75%. Furthermore, the firms’ growth rates exhibit similar patterns. No company experienced its maximum sales growth rate toward the latter part of its history. Every company experienced its slowest employee growth rate after attaining its maximum employee growth rate, usually within a decade of one another. Most importantly, all firms show an average sales growth that exceeds the average employee growth. This finding is an indication that successful growing firms have a superior capability to continuously improve employment efficiency and adjust organizational structures to suit an increasing workforce.

Keywords: Organizational growth; organizational size; evolution (search for similar items in EconPapers)
Date: 2014
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Citations: View citations in EconPapers (3)

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Persistent link: https://EconPapers.repec.org/RePEc:jns:jbstat:v:234:y:2014:i:2-3:p:210-233

DOI: 10.1515/jbnst-2014-2-307

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