Global Conference on Business & Economics
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- Segment 1996 1997 1998 1999
- Total 12,804,062 13,414,350 14,365,612
- 14,213,603 15,356,617 15,280,012 15,807,492
- Total 1,725,095 2,395,656 2,368,106
- 2,276,869 2,293,989 2,293,989 2,356,993
NOTES 1 «Strategic choice is the process whereby power-holders within organizations decide upon course of strategic action […] Strategic choice extends to the environment within which the pressure of economic constraints has to be evaluated, and to the design of the organization’s structure itself (Child, 1997: 45). 2 On the contrary, some scholars argue that there is a specific «liability of adolescence». (Bruderl, Schussler, 1990; Fichman, Levinthal, 1991). According to this view, firms face their highest mortality rates only several years after their birth. On this argument see, for example, Henderson (1999). 3 Moreover, one would argue the TMT’s turnover to be often itself a consequence of the firm’s crisis. 4 Please, contact the author for the full analysis dataset. 5 In this regard, one would notice that, at the same time, the Brazilian market not marginal for Fiat’s automobile business. 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Source: Adapted from Mellahi, Wilkinson (2004). F  igure 2: Summary of the research hypotheses.
Figure 3: The Italian automobile industry’s life cycle per new car registrations (1928-2005). 
TABLES Table 1: The Western European automobile industry market segmentation (1996-2007).
Source: UNRAE’s data, 1996-2007. Table 2: The Italian automobile industry market segmentation (1996-2007).
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igure 1: Determinants of firm’s crisis. Mellahi and Wilkinson’s framework.