This paper highlights the variable intensity of
selection pressure on firms. Failing to include a theory of selection pressure
in assessing a firm's performance can lead to ambiguous or incomplete judgements
on the rationales of the firm's success. Building on previous threads of
literature, this paper paves the way for a unified theory of selection through
seven research propositions. Emphasis is placed on the fact that managers can
use the determinants of selection strategically, either to avoid the direct
pressure of selection or to pass it on competitors.
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