Collaborative Entrepreneurship for Continuous Innovation: A Strategic Alliance Perspective

Abstract

Strategic alliances act as a platform to implement collaborative entrepreneurship while exposing a range of challenges. By capitalizing on entrepreneurial opportunities for continuous innovation, alliance partners can promote the productive utilization of resource-pooling systems and facilitate innovation processes for value co-creation. Simultaneously, the heterogeneity of partners in terms of different motivations and interests interferes with the advancement of collaborative entrepreneurship for resource exchange and orchestration. The objective of this paper is thus to explore how to deal with the potential coordination issues that can make an alliance vulnerable and its returns diminished through a preliminary integrative approach to the interface between collaborative entrepreneurship and strategic alliances. From this approach, three elements that can contribute to leverage values of collaborative entrepreneurship for continuous innovation are identified: social capital, entrepreneurial orientation, and interorganizational learning. Based on the discussion about the functions of each element in the context of alliance partners’ dynamic interactions, a model of analysis on collaborative entrepreneurship for continuous innovation is proposed. Hence, this chapter contributes to a better understanding of how firms can enact collaborative entrepreneurship productively to gain greater benefit from the alliance configuration for collaborative advantage.

Orientasi Kewirausahaan Dan Modal Sosial: Studi Literatur

“…Kewirausahaan identik dengan kegiatan bisnis yang dilakukan individu atau beberapa individu yang berada di dalam atau di luar organisasi untuk menemukan dan menghasilkan peluang baru yang dapat dikembangkan supaya menghasilkan nilai ekonomi (Seo, 2021). Untuk mengukur kecenderungan individu menggunakan metode, bertindak dan gaya dalam mengambil keputusan sebagai wirausaha, variabel orientasi kewirausahaan dapat digunakan sebagai faktor pengukur menurut berbagai literatur (Rodrigo-Alarcón et al, 2017).…”

“…Bisnis yang memiliki aliansi strategis dapat saling bekerja sama untuk mencapai manfaat timbal balik dan masing-masing individu dapat menjadi bisnis yang inovatif secara berkelanjutan. Aliansi strategis dapat mendukung bisnis-bisnis untuk mengidentifikasi dan mengeksplorasi peluang yang baru melalui inovasi berkala dengan mitra yang memiliki kapasitas dan sumber daya yang saling melengkapi satu sama lain (Seo, 2021). Jadi dapat diketahui bahwa modal sosial memiliki peran penting untuk mendukung kinerja bisnis terutama bagi UMKM yang berorientasi kewirausahaan di Indonesia.…”

Culture and performance of non-equity alliances in the Tunisian hotel industry

“…Globalized competition and cross-cultural challenges between firms have become common notions for today's managers, particularly with the rise of strategic alliances. This mode of external expansion is considered "an interdependent partnership adopted by two or more organizations to commit resources conjointly under common objectives" (Seo, 2020). However, according to the literature, a distinction based on alliance governance structures provides two main types of alliances (i.e., equity alliances and non-equity alliances).…”