Internal and external resources of competitive advantage for small business success: validation across family ownership

Campbell, Jeffrey R.; Park, Joohyung

doi:10.1504/ijesb.2016.075016

Cited by 28 publications

(32 citation statements)

References 54 publications

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“…While long-term orientation has been analyzed as an antecedent of EO, with both a theoretical (Lumpkin et al, 2010) and an empirical approach (Eddleston et al, 2012), we propose that it can also moderate the EO–outcomes link; therefore, a fine-grained exploration of how a long-term orientation affects the EO–performance link is needed. Such an analysis will be crucial to confirming whether the evidence pointing to a specific way in which family firms are entrepreneurially oriented (e.g., Garcés-Galdeano et al, 2016; Pimentel et al, 2017; Short et al, 2016; Zellweger & Sieger, 2012) may be equally successful (Campbell & Park, 2016; Miller & Le Breton-Miller, 2011; Miller et al, 2016) when applied to explain other particularities of family businesses, as suggested by the strategic equifinality idea (Carney et al, 2015). In performing this empirical exploration, the recent validation of a multidimensional construct of long-term orientation (Brigham et al, 2014) can be very helpful.…”

Section: Tracing a Path For Future Researchmentioning

confidence: 98%

“…However, when this same measurement approach is used to compare family and non-family firms, the results are inconsistent. Thus, some scholars find that the EO-performance link does not differ between these two types of firms (Campbell & Park, 2016) or differs only for lone founder firms (Miller & Le Breton-Miller, 2011). Others contend that EO only influences non-family business performance (Madison, Runyan, & Swinney, 2014) or, conversely, that EO only influences family business performance (Lee & Chu, 2017).…”

Section: Consideration Of the Eo Construct Within The Research Modelsmentioning

confidence: 99%

“…However, Kickul, Liao, Gundry, and Iakovleva (2010) do not find any differences related to the effect of different resources on the EO of family and non-family firms. RBV has also been applied to the study of EO outcomes, whereby realizing the benefits from entrepreneurship in family firms seems to be a complicated matter affected by the tuning of EO, firm resources, generational involvement, and participative strategy (Campbell & Park, 2016; Casillas, Moreno, & Barbero, 2010; Chirico, Sirmon, Sciascia, & Mazzola, 2011).…”

Section: Eo and Family Firms: Mapping The Fieldmentioning

confidence: 99%

See 2 more Smart Citations

Entrepreneurial Orientation and the Family Firm: Mapping the Field and Tracing a Path for Future Research

Hernández-Linares

Fernández

2018

Family Business Review

118

120

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Despite several calls for the further study of entrepreneurial orientation in family firms, we still have a fragmented understanding of this topic, whose full potential has yet to be reached. To shed new light on this issue, this paper first maps the family business field by carrying out a systematic review and content analysis of the 78 articles identified at the confluence of entrepreneurial orientation and family firms. Our study describes and critically assesses previous research as well as the conclusions reached. Second, this paper identifies the main research gaps and provides a path for future investigations.

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Section: Tracing a Path For Future Researchmentioning

confidence: 98%

Section: Consideration Of the Eo Construct Within The Research Modelsmentioning

confidence: 99%

Section: Eo and Family Firms: Mapping The Fieldmentioning

confidence: 99%

See 1 more Smart Citation

Entrepreneurial Orientation and the Family Firm: Mapping the Field and Tracing a Path for Future Research

Hernández-Linares

Fernández

2018

Family Business Review

118

120

View full text Add to dashboard Cite

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“…To gain more helpful insights, we aimed to check how a firm can acquire external resources (tangible and intangible) through IC. Thus, we used six items to measure resource acquisition that were merged and adopted from prior studies (e.g., [12,37]). Five Likert scales were given representing strongly disagree, 1, to strongly agree, 5.…”

Section: Variables and Measuresmentioning

confidence: 99%

The Role of a Manager’s Intangible Capabilities in Resource Acquisition and Sustainable Competitive Performance

2019

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The answer to the challenging question, “Should one either invest in tangible resources or intangible resources/capabilities?” is still fragmented. In prior studies, more emphasis is given to tangible resources, while intangible resources have comparatively received minor attention, despite their significant role in the success of small and medium enterprises (SMEs). Particularly the role of the intangible skills; intellectual capital, financial literacy (FL), and business experience (BE) in resource acquisition and sustainable competitive performance has missed in prior studies. Grounded on the resource-based view and upper echelon theory, this study examines the role of intellectual capital in sustainable competitive performance with a mediating role of resource acquisition. This research also assesses the moderating role of financial literacy and business experience between intellectual capital and resource acquisition. Data are collected through structured questionnaires from 384 owners/managers of Pakistani SMEs. After analyzing the data through structural equation modeling (SEM), the results indicate that intellectual capital helps managers in acquiring valuable resources, which in turn enhance sustainable competitive performance. Resource acquisition partially mediates the relation between intellectual capital and sustainable competitive performance. Financial literacy is a significant predictor of resource acquisition, but it does not significantly moderate the relation between intellectual capital and sustainable competitive performance. Business experience significantly boosts the acquisition of resources and strengthens the path between intellectual capital and resource acquisition. SMEs should encourage their managers to acquire unique, rare, and immutable external resources in the turbulent markets.

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“…Resource Acquisition: Firms with tangible and intangible resources that facilitate a competitive advantage. We used measures used by Campbell and Park, (2016), Ying et al (2019) and Lee, Tuselmann, Jayawarna and Rouse (2018) in the SMEs perspective where six items were used (slightly modified) for resource acquisition (tangible & intangible resources). The previous study established its reliability as Cronbach's Alpha for this measure was 0.93 (Ying et al, 2019).…”

Section: Methodsmentioning

confidence: 99%

Top Management Capabilities and Firm Efficiency: Relationship via Resources Acquisition

Khattak¹,

Shah²

2020

BER

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Considering the deficiency of resources in SMEs, a number of studies have been shown interest in the determinants of external resources acquisition but the results are fragmented. Particularly, the role of Top Management Capabilities (TMC) in resource acquisition and efficiency in the SME sector has been neglected. This study discusses the role of TMC—being intangible resources in SMEs’ efficiency with a mediating role of resource acquisition. This research is quantitative in nature and collected cross-sectional data through a structured questionnaire from 311 owners and managers of Pakistani SMEs. After analyzing the model using AMOS, the results indicate that TMC significantly facilitate firms in resource acquisition and enhance their efficiency; however, resource acquisition partially mediates the relationship between TMC and SMEs efficiency. This research recommends that SMEs should focus on TMC (instead of blindly investing money in other strategies) in order to acquire valuable tangible and intangible that are necessary for long term survival and efficiency. Further implications are discussed for owners, managers and practitioners.

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Internal and external resources of competitive advantage for small business success: validation across family ownership

Cited by 28 publications

References 54 publications

Entrepreneurial Orientation and the Family Firm: Mapping the Field and Tracing a Path for Future Research

Entrepreneurial Orientation and the Family Firm: Mapping the Field and Tracing a Path for Future Research

The Role of a Manager’s Intangible Capabilities in Resource Acquisition and Sustainable Competitive Performance

Top Management Capabilities and Firm Efficiency: Relationship via Resources Acquisition

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