From initial idea to unique advantage: The entrepreneurial challenge of constructing a resource base

Brush, Candida G.; Greene, Patricia G.; Hart, Myra M.

doi:10.5465/ame.2001.4251394

Cited by 606 publications

(414 citation statements)

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“…We also draw on the work done by Barney (1991), Brush et al (2001) and Mustar et al (2006) to identify four basic types of resources that can be transferred from the parent university to the spin-off company:…”

Section: Data Collection Processmentioning

confidence: 99%

“To have and have not”: founders’ human capital and university start-up survival

et al. 2013

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This is an accepted version of a paper published in Journal of Technology Transfer. This paper has been peer-reviewed but does not include the final publisher proof-corrections or journal pagination.Citation for the published paper: Criaco, G., Minola, T., Migliorini, P., Serarols-Tarrés, C. AbstractIn order to preserve innovation, knowledge development and diffusion, as well as the transfer of new technologies, the emergence of University Start-Ups (USU) and their survival as a particular dimension of performance represents a relevant research topic. As USU generally have scarce initial resources, the human capital of their founders is one of their main business assets. Although the survival of such firms is supposed to be heavily dependent on the human capital characteristics of their founders, this has not received enough attention in existing research. In this paper we investigate the contribution of founders' specific human capital characteristics to the survival of USU, building on Gimeno et al. (Adm Sci Q 42:750-783, 1997) threshold model of entrepreneurial exit. We divide USU founders' specific human capital into three components (entrepreneurship, industry and university) in order to better understand its impact on firm survival. Our theoretical model is empirically tested on a unique sample of Catalan USU through a logistic regression analysis.Coherently with our theoretical reasoning, the results show that industry human capital negatively affect USU survival, while university human capital and entrepreneurship human capital enhance the likelihood of USU survival.

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Section: Data Collection Processmentioning

confidence: 99%

“To have and have not”: founders’ human capital and university start-up survival

et al. 2013

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“…Informality is implicitly assumed, endogenously embraced, and flexibly enforced by horizontal peer pressures in a particularistic and personalized process (e.g., subjective, non-rational, people-oriented, and sentimental) (Li, 2007). Formality and informality can be reflected in various domains of business exchanges, including customer relationships, public relationships, and R&D collaborative relationships, all of which are critical for new ventures (Brush, Greene, & Hart, 2001). …”

Section: Theoretical Backgroundmentioning

confidence: 99%

Balancing Formality and Informality in Business Exchanges as a Duality: A Comparative Case Study of Returnee and Local Entrepreneurs in China

Lin

Liu

et al. 2015

Manag. Organ. Rev.

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The management paradigms in the West mainly rely on legal contracts and explicit rules (formality), while the management traditions in the East emphasize social relationships and implicit norms (informality). In an era of ‘West-meets-East’, balancing formality and informality is becoming critical for firms, especially those facing institutional differences in transnational contexts and institutional transitions. In this research, we conducted a comparative multicase study on returnee entrepreneurs and local entrepreneurs in China. We found that at the early stage of venturing, returnee entrepreneurs emphasized formality more than informality, while local entrepreneurs stressed informality more than formality. However, the formality-informality balance among both returnee and local entrepreneurs converged over time in line with the institutional transition in China. Returnee entrepreneurs increased the emphasis on informality (but kept the dominant position of formality), whereas local entrepreneurs gradually shifted from informality to formality. The spatial pattern of asymmetrical balancing and the temporal pattern of transitional balancing are both rooted in the Chinese philosophy of Yin-Yang balancing.

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“…The strategic decision -making process required for investment management is correlated to the resource-based view and to its management. Resources are "the foundation for strategy and unique bundle of resources generate competitive advantage leading to wealth creation" [17]. The studies based on strategy and finance have suggested that ROA represents a powerful valuation tool as well as a "systematic strategy framework to evaluate and structure resource investments under uncertainty and that successful use of RO can lead to the benefits of downside risk reduction and upside potential enhancement" [3,18,2].…”

Section: Strategic Decisions-making Process (Sdmp)mentioning

confidence: 99%

A real options and joint ventures perspective for strategic decision-making process in the case of dynamic industrial environments

2017

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Abstract. Strategic decision -making process represents a challenge in a dynamic industrial environment. Nowadays, many instruments and techniques are used in the process of decision-making. The perspective regarding real options analysis (ROA), joint ventures (JVs) and strategic decision-making process (SDMP) is very important to be analyzed because it represents a key source to obtain competitive advantage in a turbulent environment characterized by competitiveness, dynamism and a proactive thinking. The aim of the paper is to offer an interesting framework that emphasizes the relationship between real options (ROs), JVs, transaction cost (TC), bargaining models (BM), agency theory (AT) and SDMP. Also, the paper analyzes a real case study and it suggests a business model that includes elements that conduce to an innovative management. The findings are very useful for decision-makers from organizations, researchers and students.

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From initial idea to unique advantage: The entrepreneurial challenge of constructing a resource base

Cited by 606 publications

References 0 publications

“To have and have not”: founders’ human capital and university start-up survival

“To have and have not”: founders’ human capital and university start-up survival

Balancing Formality and Informality in Business Exchanges as a Duality: A Comparative Case Study of Returnee and Local Entrepreneurs in China

A real options and joint ventures perspective for strategic decision-making process in the case of dynamic industrial environments

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