Abstract
Clarke Chapman was the main supplier of leading-edge auxiliary equipment to the British shipbuilding industry before the First World War. Penrose's theory was used to examine the company's growth. The findings of this study show that the ownership structure and the governance of the family-owned firm shaped its growth path. Product expansion driven by financial slack was followed by the development of new capabilities as shipbuilding converted from sail to steam-power. The next phase was geographical and international expansion underpinned by human resource slack. Additional productive opportunities were created by recruiting specialist human resources and pursuing hybrid modes of growth.
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