Resource mobilization in entrepreneurial firms

Villanueva, Jaume; Ven, Andrew H. Van de; Sapienza, Harry J.

doi:10.1016/j.jbusvent.2010.09.001

Cited by 115 publications

(122 citation statements)

References 24 publications

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“…A technology partnership could for instance involve close interaction among firm personnel (Eisenhardt & Schoonhoven, 1996;Schildt et al, 2005), access to physical facilities such as laboratories and R&D facilities or be focused on testing, developing or integrating external technologies (Van de Vrande & Vanhaverbeke, 2013) as subsystems of the ventures' total system. Such close technology partnerships can boost the capabilities and innovativeness of small firms (Nieto & Santamaría, 2010) and have been found to be beneficial for the smaller firm's development (Villanueva, Van de Ven, & Sapienza, 2012), but it also gains the external firm in form of access to new technology, increasing sales or as a reference in a new market.…”

Section: Technology Development and Technology Partnershipsmentioning

confidence: 99%

New ventures in an emerging industry: access to and use of international resources

Bjørgum

Moen

Madsen

2013

IJESB

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This paper addresses international activities of young companies in the emerging marine energy industry. We build our study on interviews in eight companies combined with scientific reports and publications. The main challenges for the companies are related to financing and technology development. Our findings show that the companies may be divided in three groups: a) three technology and funding driven international ventures, b) one market driven international venture and c) four companies with limited international involvement. The short timespan between establishment and first major international activity for acquiring funding or technology competence is a distinct characteristic of the firms in the first two groups. The last group with no or limited international activity reveals an alternative development path. Our study gives insight in significant firm level differences with regard to international involvement in the pre-commercial phase of development and discusses the implications for researchers, managers and public policy.

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Section: Technology Development and Technology Partnershipsmentioning

confidence: 99%

New ventures in an emerging industry: access to and use of international resources

Bjørgum

Moen

Madsen

2013

IJESB

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“…The operationalization of resources is based on the study of Newbert (2008). In his study he suggests to measure the availability of resources in an organization, in a similar way as the suggestion of Hunt and Davis (2008) and the resource mobilization measure by Villanueva et al (2010). Newbert's classification of resources comprises financial resources (capital and cash), human resources (experience and the intelligence of individual employees), intellectual resources (patents and ideas), organizational resources (partners and suppliers), physical resources (materials and physical technologies) and capabilities (skills and expertise).…”

Section: Methodsmentioning

confidence: 99%

“…In the strategic management literature various perspectives emerged stressing the importance of taking into account competitors' resource positions when assessing a firm's ability to attain competitive advantage from its resources (Capron & Chatain, 2008;Adegbesan, 2009;Markman, Gianiodis & Buchholtz, 2009). Similarly, the recent SCM literature emphasizes the concept of rivalry in supply markets (Ellram, Tate & Feitzinger, 2013), attaining a preferred customer status (defined by preferential resource allocation of suppliers; Schiele, Calvi & Gibbert, 2012), supplier resource mobilization (Villanueva, Van de Ven & Sapienza, 2010;Ellegaard & Koch, 2012) and obtaining better supplier resources than competitors (Hunt & Davis, 2012). Yet, as Obloj and Capron (2011) observe, most empirical studies examine the absolute resource position of firms without accounting for the role of competitors' resource positions.…”

Section: Supply Base Rivalrymentioning

confidence: 99%

The competition for supplier resources

Pulles¹

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“…Mutual dependency between partners in early collaboration activities is also seen as a driver of trust, commitment reciprocity and mutual understanding between members, aspects that have been identified as key in the development of collaborative relationships between firms (Vestrum & Rasmussen, 2013; Villa- Van de Ven, & Sapienza, 2012;Castro, Bulgacov, & Hoffmann, 2011;Andrésen, Lundberg, & Roxenhall, 2012). Considering these arguments, we elaborated the following proposition:…”

Section: Dependencymentioning

confidence: 99%

The Survival of Interorganizational Networks: A Proposal Based on Resource Dependence Theory

Klein

Pereira

2016

RAM, Rev. Adm. Mackenzie

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Este artigo pode ser copiado, distribuído, exibido, transmitido ou adaptado desde que citados, de forma clara e explícita, o nome da revista, a edição, o ano e as páginas nas quais o artigo foi publicado originalmente, mas sem sugerir que a RAM endosse a reutilização do artigo. Esse termo de licenciamento deve ser explicitado para os casos de reutilização ou distribuição para terceiros. Não é permitido o uso para fins comerciais. Professor of Business Administration at the Universidade de Cruz Alta (Unicruz).Rodovia Municipal Jacob Della Méa, Km 5.6, Parada Benito, BRENO AUGUSTO DINIZ PEREIRA Doctor in Business Administration from the College of Business Administration at the Universidade Federal do Rio Grande do Sul (UFRGS). Professor of Business Administration at the Universidade Federal de Santa Maria (UFSM).Avenida Roraima, 1.000, Prédio 74C, Camobi, Santa Maria -RS -Brasil -CEP 97105-900 ISSN 1678-6971 (on-line) • http://dx.doi.org/10.1590/1678-69712016/administracao.v17n4p153-175. Submissão: 30 out. 2015. Aceitação: 3 maio 2016. Sistema de avaliação: às cegas dupla (double blind review ABSTRACTPurpose: The purpose of this paper is to depict a theoretical proposal for analyzing the influence of three facets of an organization's dependence on the survival of interorganizational networks: on the environment, on the other members and on the network. Originality/gap/relevance/implications: This paper assists business leaders in showing the dependence tensions of enterprises on the market and networks. The understanding of relational changes and benefits provided by the network during its evolution also has an impact on enterprises' dependency. This paper is therefore original as it makes the contribution essential to a nascent stream of research. Key methodological aspects:The conceptualization of this study is based on the Resource Dependence Theory to direct network survival. The methodology of the paper is based on a theoretical essay for the formation of an analytical background of the subject. It presents an insight in a manner that sheds light on the subject and sets the stage for future research. Summary of key results: Does not apply. In this article, we did not make an empirical investigation. Key considerations/conclusions: The conceptualization of this study has been based solely on the Resource Dependency Theory to direct network survival. Furthermore, additional research is needed to empirically validate the framework.

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Resource mobilization in entrepreneurial firms

Cited by 115 publications

References 24 publications

New ventures in an emerging industry: access to and use of international resources

New ventures in an emerging industry: access to and use of international resources

The competition for supplier resources

The Survival of Interorganizational Networks: A Proposal Based on Resource Dependence Theory

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