Entrepreneurs’ Resources, Technology Strategy, and New Technology‐Based Firms’ Performance

Cabrera, Antonia Mercedes García; Soto, María Gracia García; Olivares-Mesa, Arístides

doi:10.1111/jsbm.12411

Cited by 16 publications

(13 citation statements)

References 93 publications

(218 reference statements)

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“…Successful implementation of this plan depends on the adequate identification and management of human and social resources (such as knowledge, access to technology, work experience in large companies, etc.) [Garcia-Cabrera et al, 2019]. However, technological resources alone are not enough to ensure competitiveness.…”

Section: Technological Level Of Productsmentioning

confidence: 99%

Competitiveness of Small and Medium Businesses and Competitive Pressure in the Manufacturing Industry

Kalita¹,

Chepurenko²

2020

Foresight and STI Governance

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I n this paper, the relationship between internal competitiveness factors and the perception of Russian SMEs' level of competitiveness are examined, based on a secondary analysis of the RuFIGE (Russian enterprises in the global economy) survey data obtained in 2014 by 1,677 Russian industrial small and medium-sized enterprises (SMEs). It comes out that neither the high technological level, the introduction of the CRM system, nor the availability of external financing are sufficient for Russian manufacturing SMEs to feel competitive on the global market. From the other side, those manufacturing SMEs whose main competitors are domestic enterprises, count neither the technological level nor the presence of a CRM system to be necessary factors for competitiveness. Further, there are different ''weight categories'' among Russian manufacturing SMEs. SME owners, who work only on local markets, are immune to competition from large foreign companies and consider Russian firms similar to their own as their main competitors. Those who work on the whole Russian market feel a great amount of competitive pressure from foreign manufacturers. The conclusion provides theoretical and practical recommendations on the results of this study.

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Section: Technological Level Of Productsmentioning

confidence: 99%

Competitiveness of Small and Medium Businesses and Competitive Pressure in the Manufacturing Industry

Kalita¹,

Chepurenko²

2020

Foresight and STI Governance

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“…We use a dummy indicator as a proxy of superior financial outcomes. First, we followed García-Cabrera et al (2019) and considered the NTBF's profits (earnings before taxes) as financial indicator of outcome. We obtained information from the SABI database, so this financial information was quantitative and not provided by the surveyed entrepreneurs.…”

Section: Methodsmentioning

confidence: 99%

“…It has been suggested that NTBFs require more than one founder to handle the complexity of technology ventures, but founding teams should not be too large to guarantee positive team dynamics (Wang and Chen 2016), which are necessary in order to share knowledge resources. In addition, managerial knowledge is necessary to successfully introduce new products into the market or to make proper decisions about internationalisation (García-Cabrera et al 2019). Second, specific human capital refers to technology education, as well as industry experience (Nuscheler et al 2019).…”

Section: Human Capital External Sources Of Knowledge and Venture Performancementioning

confidence: 99%

“…Previous studies have provided mixed evidence of the effect of NTBFs' human capital and the access to external sources of knowledge on different dimensions of venture performance -e.g., García-Cabrera et al (2019) and Yang et al (2017) discuss it in depth-, as well as on the innovation-NTBF performance relationship (e.g., Colombelli et al 2016;Hyytinen et al 2015;Löfsten 2016b). Thus, new research is still needed in order to understand the effect of knowledge resources available within the firm or sourced from external sources and of innovation on NTBFs' performances.…”

Section: Introductionmentioning

confidence: 99%

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Knowledge, innovation and NTBF short- and long-term performance

2020

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The purpose of this paper is to analyse the effect of knowledge resources stemming from the founding team's human capital and the access to external sources of knowledge available at or near the NTBF's inception on the venture's short-and long-term performance. Whether innovation is a vehicle through which knowledge resources have an impact on results is also studied. While previous studies have often focused on one dimension of performance, we cover complementary indicators of short-term performance (i.e., foreign market performance, total market performance and superior financial outcomes) and one indicator of long-term performance (TBF survival). Thus, the current research contributes to a wider understanding of the effect of knowledge resources at or near a venture's inception and innovation on the performance of NTBFs. A sample consisting of 175 Spanish NTBFs allows these relationships to be analysed. Results indicate that NTBFs' knowledge resources available at or near inception are of relevance to firms' innovations and to different dimensions of performance. Several knowledge resources have different positive and negative effects on different dimensions of short-and long-term performance, so those that can be good at one stage of a NTBF's life cycle can be bad at others times (e.g., founding teams with more members in the early years of the NTBF may be positive for the results, but in the long term, fewer people is better). Innovation mediates the effect of some knowledge resources on total market performance.

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“…The successful implementation of this plan depends upon the adequate identification and management of human and social resources (such as knowledge, access to technology, work experience in large companies, etc.) [Garcia-Cabrera et al, 2019]. However, technological resources alone are not enough to ensure competitiveness.…”

Section: Technological Level Of Productsmentioning

confidence: 99%

Untitled

2020

Foresight and STI Governance

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is an international interdisciplinary peer-reviewed openaccess journal. It publishes original research articles, offering new theoretical insights and practice-oriented knowledge in important areas of strategic planning and the creation of science, technology, and innovation (STI) policy, and it examines possible and alternative futures in all human endeavors in order to make such insights available to the right person at the right time to ensure the right decision. The journal acts as a scientific forum, contributing to the interaction between researchers, policy makers, and other actors involved in innovation processes. It encompasses all facets of STI policy and the creation of technological, managerial, product, and social innovations. Foresight and STI Governance welcomes works from scholars based in all parts of the world. Topics covered include: • Foresight methodologies and best practices; • Long-term socioeconomic priorities for strategic planning and policy making; • Innovative strategies at the national, regional, sectoral, and corporate levels; • The development of National Innovation Systems; • The exploration of the innovation lifecycle from idea to market; • Technological trends, breakthroughs, and grand challenges; • Technological change and its implications for economy, policy-making, and society; • Corporate innovation management; • Human capital in STI; and many others. The target audience of the journal comprises research scholars, university professors, postgraduates, policy-makers, business people, the expert community, undergraduates, and others who are interested in S&T and innovation analyses, foresight studies, and policy issues. Foresight and STI Governance is published quarterly and distributed worldwide. It is an open-access electronic journal and is available online for free via: https://foresight-journal.hse.ru/en/ The journal is included into the 1st quartile (Q1) of the Scopus Cite Score Rank in the fields: Economics, Econometrics and Finance (miscellaneous) Decision Sciences (miscellaneous)

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Entrepreneurs’ Resources, Technology Strategy, and New Technology‐Based Firms’ Performance

Cited by 16 publications

References 93 publications

Competitiveness of Small and Medium Businesses and Competitive Pressure in the Manufacturing Industry

Competitiveness of Small and Medium Businesses and Competitive Pressure in the Manufacturing Industry

Knowledge, innovation and NTBF short- and long-term performance

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