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Building to grow or growing to build: insights from Irish high-growth SMEs (HGSMEs)

( Bessant et al., 2005 ; Phelps et al., 2007 ) suggest that growth is path dependent and a ‘tipping point’ or crisis is reached as a result of internal or external influences. These ‘tipping points’ can be resolved through the successful acquisition of new knowledge, which in turn allows further growth. These researchers also argue that path-dependent states appear at different points and may reappear later in a firm’s development. More recently, Brown and Mawson (2013) propose that high-growth companies encounter growth triggers that act as catalysts that propel

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