2020
DOI: 10.3390/su12031199
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The Relationship between Slack Resources, Resource Bricolage, and Entrepreneurial Opportunity Identification—Based on Resource Opportunity Perspective

Abstract: There are a lot of slack resources in a company. It is vitally important for an enterprise to use slack resources to identify entrepreneurial opportunities to establish company sustainable development. On the basis of the resource orchestration theory and from resource-opportunity perspective, this paper constructs a framework of slack resources and entrepreneurial opportunity identification, exploring the mediating of resource bricolage, the moderating of network ties, and the moderated mediation of network t… Show more

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Cited by 38 publications
(24 citation statements)
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“…The study adopted 4 items for the measurement of MO from the study of [74], whereas it adopted 5 items from the study of [75] to measure the RB. The study examined GSE by 5 items developed by [76].…”
Section: Methodsmentioning
confidence: 99%
“…The study adopted 4 items for the measurement of MO from the study of [74], whereas it adopted 5 items from the study of [75] to measure the RB. The study examined GSE by 5 items developed by [76].…”
Section: Methodsmentioning
confidence: 99%
“…Potential slack is the accessible but unused credit lines that a firm can tap into when the need arises to smoothen income fluctuations or disruptions (Nguyen et al, 2019). Such slack is argued to be essential for firm sustainability because they afford the firm the flexibility needed to rapidly respond to environmental disruptions, although some believe that slack resources make firms inefficient (Bao et al, 2020;Sun et al, 2020). In contrast, no empirical evidence has been presented to support the argument that slack resources make firms less efficient (Vanacker et al, 2017).…”
Section: Review Of Theoretical Literaturementioning
confidence: 99%
“…In doing so, startups can consider what is their own limit for tolerable expectancy disconfirmation. As summarized in Figure 4 , like their customers, startups can expect some disconfirmation and can have some slack resources to deal with expected disconfirmation and unexpected disconfirmation [ 87 , 88 ]. However, startups cannot have infinite slack resources and need to recognize that unwanted surprise from the environment that exceeds limit of tolerable expectancy disconfirmation will undermine survival.…”
Section: Future-proofing Principles For Startupsmentioning
confidence: 99%