How do new ventures grow? Firm capabilities, growth strategies and performance

Une approche gestaltiste de la performance de la jeune entreprise technologique innovante

“…Comme nombre de recherches (Behrens, Patzelt, Schweizer et Burger, 2012 ;Chen, Zou et Wang, 2009 ;Song et al, 2008 ;Li et Atuahene-Gima, 2001) portant sur la JETI, la problématique de fond concerne la performance de cette catégorie d'entreprises et les facteurs de réussite s'y rapportant. La performance de la jeune entreprise en général, et de la jeune entreprise technologique innovante en particulier, a fait l'objet d'un large débat portant sur la manière dont le concept même de performance est appréhendé et sur la prise en compte par les recherches antérieures d'un nombre limité de dimensions et de mesures.…”

On the importance of forest assets for micro-firm performance

“…According to the 'resource-based perspective' (Alsos et al 2003;Alsos & Carter 2006), firms may develop a competitive advantage through the possession of unique combinations of different resources (Esteve-Pérez & Mañez-Castillejo 2008;Chen et al 2009;Grande et al 2011), encompassing both tangible physical resources (e.g., natural resources and financial assets) and intangible human resources (e.g., competence and information networks) (Cefis & Marsili 2005;Grande et al 2011). Access to financial assets is crucial for both firm entry as well as performance and survival in the short and long term (Binks & Ennew 1996;Headd 2003;Musso & Schiavo 2008;Krasniqi 2009): 'the more own capital is available, the more successful will the small business owner be ' (van Praag 2003: 6;cf.…”

Pluripotent Dynamic Capabilities in the Internationalization of Firms: Focus on Learning, Innovating and Networking in SMEs from Sweden

“…The following capabilities or capability dimensions from different studies could be classified under Cluster 1 (C1) as follows: (a) external collaboration (Lefebvre et al, 1998), (b) relational capability (Freeman and Styles, 2014;Lages et al, 2009;), (c) supplier and customer relationship capabilities (Kaleka, 2002), (d) communication capability (Zou et al, 2003), (e) relational-building capability (Morgan et al, 2004), (f) leveraging foreign distributer competences (Knight and Cavusgil, 2004), (g) alliance and network development capabilities (Freeman et al, 2006), (h) cooperation capability (Flor and Oltra, 2005), (i) networking capability (Bianchi, 2009;Chen et al, 2009;Raymond and St-Pierre, 2013;Van Geenhuizen, 2008;Weerawardena et al, 2007), (j) parental network capabilities (Elango and Pattnaik, 2007), (k) external communication as a sub-dimension of commercial capabilities (Camison and Villar, 2009), (l) meeting foreign customer demands and requests as dimensions of adaptive capability , (m) network capability upgrading , (n) marketing communication capability (Murray et al, 2011), (o) customer relation capability as the export marketing capabilities' dimension (Kaleka, 2011), (p) "building of sound and long-lasting relationships" as a sub-dimension of export-related organizational capabilities (Leonidou et al, 2011), (q) customer relationship capabilities as a component of dynamic marketing capabilities (Kaleka, 2012), (r) channel management and delivery management as a function of specialized marketing capabilities (Morgan et al, 2012), (s) alliance management capability (Khalid and Larimo, 2012), (t) channel networking capabilities (Boso et al, 2013), (u) listening to customers and scanning the business environment as components of dynamic capabilities (Al-Aali and Teece, 2014), (v) network learning capability (Weerawardena et al, 2014), and (w) distribution network as a function of marketing capability (Bortoluzzi et al, 2014).…”

“…According to the business network and relational-based literature, there are different definitions as well as dimensions for NC provided by related researchers Mu and Benedetto, 2012;Ritter et al, 2002;Walter et al, 2006). As depicted in Table 2 (Freeman and Styles, 2014;Kaleka, 2012, Morgan et al, 2012Murray et al, 2011;Raymond and St-Pierre, 2013;Zou et al, 2003); (e) innovation (innovative) capability (Bianchi, 2009;Guan and Ma, 2003;Hortinha et al, 2011;Luo et al, 2005;Yi et al, 2012); (f) technological competence and unique product development (Knight and Cavusgil, 2004); (g) production capability as a component of technological capabilities (Flor and Oltra, 2005); (h) technological capability (Chen et al, 2009;Yiu et al, 2007); (i) innovation and technology capabilities as a sub-dimension of capability for internationalization (Camison and Villar, 2009 product innovation (Bortoluzzi et al, 2014) ; and (q) differentiation capability (Chen et al, 2014).…”

“…An idiosyncratic networking capability provides SMEs the opportunity for new resource configuration through integrating their existing resources with acquired resources from the business network to respond to their existing and future BPs' needs over time in different international markets (Chen et al, 2009). Another issue is that SMEs, through a strong networking capability, can achieve economies of scale by establishing collaboration partnerships with their suppliers (Freeman et al, 2006).…”