Opportunity exploitation and resource exploitation

Abstract

Purpose – Guided by the proposed opportunity and resource integrative entrepreneurial growth model, the purpose of this paper is to explore how different opportunity type firms grow integrally and what the laws for different opportunity integration growth modes are. Design/methodology/approach – A multiple case study on six firms in information and communication technologies industry in China is conducted. Findings – Three types of entrepreneurial opportunities exist. These are identification type opportunity, discovery type opportunity, and creation type opportunity. Entrepreneurship among the three types of entrepreneurial opportunities operates under different laws. For each type of entrepreneurial opportunity, firms need to balance the two growth modes, namely, the opportunity identification and assessment/resource allocation mode and the opportunity utilization and resource identification/acquisition mode, in order to achieve a leveraging effect. Research limitations/implications – Vertical comparison is missing. Practical implications – Firms need to balance the two growth modes, namely, opportunity identification and assessment and resource allocation mode and opportunity utilization and resource identification and acquisition mode, to achieve leverage effect. Originality/value – This paper integrates system theory with entrepreneurship research and proposes the opportunity and resource integrative entrepreneurial growth model. This model is helpful, both in aiding firms to follow the laws for entrepreneurial opportunities and to identify entrepreneurial opportunities. The business model plays a vital role in entrepreneurship. Firms taking advantage of the Internet of Things are more likely to gain a competitive advantage and to achieve success in their entrepreneurial activities.

Give Me What I Want: Identifying the Support Needs of College Student Entrepreneurs

“…We also considered the time dimension in this study and found that the subjects ranked the support needs differently for each of the four entrepreneurial stages, which is consistent with the findings of Vandor et al (2012). We also found that the college student entrepreneurs needed the most support during the startup stage of entrepreneurship, and this is also consistent with the research (Ge et al, 2016). Our examination of the cross-stage distribution of support needs showed some similarity between the preparation stage and the startup stage and markedly different results for the failure stage compared with the other three stages.…”

“…In general, it is believed that entrepreneurs at different entrepreneurial stages have different entrepreneurial support needs, and several researchers focusing on time as a dynamic variable have pointed out that entrepreneurs' support needs change with the different entrepreneurial stages (Vandor et al, 2012). For instance, in the startup stage, support is critical for propping up entrepreneurial opportunity discovery and entrepreneurial opportunity exploitation (Companys and McMullen, 2007;Ge et al, 2016). As a new enterprise grows and resources become more abundant, entrepreneurial teams change their decision goal to improve the efficient use of resources, and the support needs change with entrepreneurial stages.…”

Enterprise Adaptive Marketing Capabilities and Sustainable Innovation Performance: An Opportunity–Resource Integration Perspective

“…For these opportunities to be exploited, resources must be continually acquired and efficiently integrated into company operations, in order to achieve the development of capabilities required for the successful exploitation of opportunities. Ge et al (2016) proposed the theoretical logic of "resource-opportunities-performance". They posited that opportunity exploitation is inseparable from the process of resource exploitation, and that resource-based activities, such as the acquisition and integration of resources, recur throughout the process of opportunity exploitation [13].…”

“…Ge et al (2016) proposed the theoretical logic of "resource-opportunities-performance". They posited that opportunity exploitation is inseparable from the process of resource exploitation, and that resource-based activities, such as the acquisition and integration of resources, recur throughout the process of opportunity exploitation [13]. Apart from focusing on external environmental changes, enterprises must pay attention to their capability to recognize and exploit new opportunities; to overcome resource limitations, enterprises can cultivate their capability to integrate and bricolage available resources, ultimately creating a unique development pathway for themselves [14].…”

Entrepreneurial Competencies and Growth of New Micro Small and Medium Businesses

“…In light of the above, we state hypothesis H.1: The managerial competencies of the entrepreneur positively influence the growth of the business. Ge et al (2016) recognize the entrepreneur by his ability to identify and exploit Open Journal of Business and Management business opportunities to transform them into profitable activities. In the same vein Sabai and Tau (2018: p. 6) think that "entrepreneurs need to be able to recognize and exploit the market opportunity to start their new business or launch a new product because their product or service needs to fit the market need and available resources well".…”