How Customer Portfolio Affects New Product Development in Technology-Based Entrepreneurial Firms

Yli‐Renko, Helena; Janakiraman, Ramkumar

doi:10.1509/jmkg.72.5.131

Cited by 149 publications

(113 citation statements)

References 118 publications

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“…This fi nding contributes not only to the internationalization literature but also to the broader interorganizational relationship literature by extending the focus from formal alliances, joint ventures, and acquisitions to a fi rm's broader set of exchange relationships and by extending the set of outcomes that have been studied. Previous studies have found that knowledge transfer and spillovers between exchange partners can benefi t, for example, new product development (Deeds and Hill, 1996;Yli-Renko and Janakiraman, 2008), marketing skill development (Simonin, 1999), and sales cost effi ciency (Yli-Renko et al, 2001). Our fi ndings indicate that such learning effects also hold when the focal outcome is the extent of internationalization.…”

supporting

confidence: 60%

Learning from experience and learning from others: how congenital and interorganizational learning substitute for experiential learning in young firm internationalization

Bruneel

Yli‐Renko

Clarysse

2010

Strategic Entrepreneurship

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228

214

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This article addresses a critical issue for entrepreneurs and managers pursuing internationalization strategies: how fi rms can accumulate the knowledge and skills required for successful international expansion. Specifi cally, we examine how young fi rms may compensate for their lack of fi rm-level international experience by utilizing other sources of knowledge. Drawing on organizational learning theory, we develop an integrative framework that looks at the joint and interactive effects of experiential learning by the fi rm, the management team's pre-start-up international experience (i.e., congenital learning), and interorganizational learning from key exchange partners (customers, suppliers, investors, etc.). Utilizing empirical data on 114 young, technology-based fi rms in Flanders, Belgium, we fi nd that a fi rm's level of international experience negatively moderates the effects of congenital and interorganizational learning on the extent of internationalization. That is, the lower a fi rm's experiential learning, the more signifi cant the effects of the start-up team's prior international knowledge base and the knowledge and skills acquired through key partners. These results make important theoretical and empirical contributions to the international entrepreneurship and organizational learning literatures by highlighting some of the factors underlying learning advantages of newness that facilitate the internationalization of young fi rms and by explicating substitutive interrelationships among different learning mechanisms. Copyright © 2010 Strategic Management Society. INTRODUCTIONInternationalization is a complex and uncertain process that poses signifi cant challenges for any fi rm. For young fi rms, the expansion into foreign markets is a particularly important and intricate decision-internationalization is increasingly a competitive necessity for such fi rms, especially in technology-based industries, but resource constraints and liabilities of newness exacerbate the challenges and risks involved (Autio, Sapienza, and Almeida, 2000;Oviatt and McDougall, 1994;Sapienza et al., 2006). Entering foreign environments means that the fi rm's existing knowledge and capabilities are often not applicable, and the fi rm has to develop new knowledge and capabilities in order to succeed Vahlne, 1977, 1990; Keywords: internationalization; young fi rms; organizational learning; interorganizational learning *Correspondence to: Helena Yli-Renko, University of Southern California, Lloyd Greif Center for Entrepreneurial Studies, Bridge Hall One, Los Angeles, CA 90089-0801, U.S.A. E-mail: hylirenko@marshall.usc.edu Oviatt, 1996;Sapienza et al., 2006). Accordingly, international business (IB) research has increasingly zeroed in on the critical question of how fi rms accumulate the knowledge and skills required for international expansion (e.g., Barkema, Bell, and Pennings, 1996;Lu and Beamish, 2004;Nadolska and Barkema, 2007;Petersen, Pedersen, and Lyles, 2008). In addressing this question, the bulk of extant IB resear...

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supporting

confidence: 60%

Learning from experience and learning from others: how congenital and interorganizational learning substitute for experiential learning in young firm internationalization

Bruneel

Yli‐Renko

Clarysse

2010

Strategic Entrepreneurship

Self Cite

228

214

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“…Furthermore, it has been argued that, instead of focusing on pushing the technology to the market, entrepreneurs gain more from getting knowledge from key customers and then tailoring their new products and services to their emerging needs (Yli-Renko & Janakiraman, 2008).…”

Section: Technology and The Entrepreneurship Processmentioning

confidence: 99%

Do Actions Matter More than Resources? A Signalling Theory Perspective on the Technology Entrepreneurship Process

Giones

Miralles

2015

Technology Innovation Management Review

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“…One of the advantages of a partnership between an SME and a large corporation would be the access to financial capital or to the global market (Alvarez et al, 2006). In addition, a large portfolio allows exposition to a wider resource basis, thus providing expertise in the effects of scale on the organization's development and growth (Yli-Renko & Janakiraman, 2008). …”

Section: Strategic Alliancesmentioning

confidence: 99%

“…Another kind of partnership that can bring benefits to a small or new company is the maintenance of a strong, close relationship with its clients (Yli-Renko & Janakiraman, 2008). Alliances can represent both risks and opportunities, particularly for SMEs with limited resources.…”

Section: Strategic Alliancesmentioning

confidence: 99%

Impact of Entrepreneurial Orientation on Strategic Alliances and the Role of Top Management

et al. 2016

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Impacto da orientação empreendedora nas alianças estratégicas e a influência da alta administração Impacto de la orientación emprendedora en alianzas estratégicas y el papel de la alta dirección ABSTRACTThe management literature draws attention to the gap of strategic alliances (SA) in the paradigm of entrepreneurial orientation (EO). The aim of this paper is to propose a model where EO is associated with SA, this relationship being influenced by its predecessor (top management), and EO working as a multidimensional construct. Data collected from 101 Brazilian firms were analyzed using structural equation modeling and supported those hypotheses. Improving firms' EO, particularly risk taking (RT), is important in order to promote SA. Obviously, top management can influence SA, but firms with an RT competence are more likely to promote SAs and conduct their implementation. Therefore, the present study offers the following contributions: (1) consolidating the EO construct by using it in a multidimensional way in a reflexive model, particularly the risk dimension; (2) advancing studies relating EO and SA by showing that top management has a significant influence on the EO-SA relationship; (3) the model used is robust and representative of the field of strategy and entrepreneurship as it explained 25.5% of the EO-SA relationship; (4) we suggest that EO should be used to increase SA and firm performance, which can reduce entrance barriers and business risks, particularly for small and medium-sized enterprises (SMEs). KEYWORDS | Entrepreneurial orientation, strategic alliances, top management team, entrepreneurship, strategy. RESUMO A literatura de gestão chama a atenção para a lacuna de alianças estratégicas (AE) no paradigma da orientação empreendedora (OE ) a consolidação do construto OE ao usá-lo de forma multidimensional em um modelo reflexivo, especialmente a dimensão risco; (2) a extensão dos trabalhos relativos à OE e AE, ao mostrar que a alta administração da empresa é importante para a relação OE-AE; (3) o modelo utilizado é robusto e representativo da área de estratégia e empreendedorismo, explicando 25,5% da relação OE-AE; (4) sugerimos que a OE deve ser usada para estimular as AEs e melhorar o desempenho da empresa, reduzindo as barreiras de entrada e riscos associados aos negócios, especialmente para as pequenas e médias empresas (PMEs). PALAVRAS-CHAVE | Orientação empreendedora, alianças estratégicas, alta administração, empreendedorismo, estratégia. RESUMEN La literatura de gestión llama la atención sobre la brecha de las alianzas estratégicas (AE) en el paradigma de la orientación emprendedora (OE). El objetivo de este trabajo es proponer un modelo donde la RAE-Revista de Administração de Empresas | FGV/EAESP

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How Customer Portfolio Affects New Product Development in Technology-Based Entrepreneurial Firms

Cited by 149 publications

References 118 publications

Learning from experience and learning from others: how congenital and interorganizational learning substitute for experiential learning in young firm internationalization

Learning from experience and learning from others: how congenital and interorganizational learning substitute for experiential learning in young firm internationalization

Do Actions Matter More than Resources? A Signalling Theory Perspective on the Technology Entrepreneurship Process

Impact of Entrepreneurial Orientation on Strategic Alliances and the Role of Top Management

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