Leveraging the 'E' in entrepreneurship: test of an integrative model of e-commerce new venture growth

2006 ◽  
Vol 33 (4) ◽  
pp. 341 ◽  
Author(s):  
Lisa K. Gundry ◽  
Jill R. Kickul
Keyword(s):  
New Venture ◽  
Integrative Model ◽  
New Venture Growth

Strategic repertoire variety and new venture growth: The moderating effects of origin and industry dynamism

2013 ◽  
Vol 35 (5) ◽  
pp. 761-772 ◽  
Author(s):  
Bárbara Larrañeta ◽  
Shaker A. Zahra ◽  
José Luis Galán González
Keyword(s):  
New Venture ◽  
Moderating Effects ◽  
New Venture Growth

New Venture Growth: Role of Ecosystem Elements and Prior Experience

2019 ◽  
Vol 10 (1) ◽  
Author(s):  
Sumita Sarma ◽  
Jacob M. Marszalek
Keyword(s):  
Firm Growth ◽  
New Venture ◽  
Moderating Effects ◽  
Entrepreneurial Ecosystem ◽  
New Firm ◽  
Micro Level ◽  
New Venture Growth ◽  
Prior Experiences ◽  
Level Analysis

AbstractEntrepreneurial ecosystems provide a rich context for analyzing entrepreneurial outcomes such as new venture growth. In most entrepreneurship research, influence of context or environment is undermined or controlled. Also, most studies consider either macro- or micro-level factors using single-level analysis, which mute the higher-level influences on new firm growth. To overcome these gaps, we empirically consider macro- and micro-level factors together, and their cross-level interactions to portray the nexus of entrepreneurs and entrepreneurial ecosystem in growth of new independent ventures in the various US metros. Our findings provide interesting insights on the moderating effects of prior experiences of founders on ecosystem attributes and firm growth.

Orchestrating boundaries: The effect of R&D boundary permeability on new venture growth

2019 ◽  
Vol 34 (1) ◽  
pp. 63-79 ◽  
Author(s):  
Robert S. Nason ◽  
Johan Wiklund ◽  
Alexander McKelvie ◽  
Michael Hitt ◽  
Wei Yu
Keyword(s):  
New Venture ◽  
Boundary Permeability ◽  
New Venture Growth

scholarly journals Entrepreneurial Business Ties and New Venture Growth: The Mediating Role of Resource Acquiring, Bundling and Leveraging

2019 ◽  
Vol 11 (1) ◽  
pp. 244 ◽  
Author(s):  
Gang Wang ◽  
Linwei Li ◽  
Xu Jiang
Keyword(s):  
Resource Management ◽  
New Ventures ◽  
Empirical Support ◽  
Mediating Effect ◽  
New Venture ◽  
Management Perspective ◽  
New Venture Growth ◽  
Resource Leveraging ◽  
Business Ties

Adopting insights from a resource management perspective, this study investigates how entrepreneurs utilize their business ties to promote new venture growth. We propose a multiple mediator model in which different resource management processes (i.e., resource acquiring, resource bundling, and resource leveraging) act as critical mediating mechanisms. We undertook a two-stage survey design, and collected data during the period from 2013 to 2016. Drawing on a longitudinal sample of 229 new ventures in China, we tested the hypotheses through the optimal scaling regression (OSR) analysis. We find empirical support for the mediated effects of entrepreneurial business ties via resource bundling and resource leveraging to promote new venture growth. However, our results find the mediating effect of resource acquiring non-significant. These findings will deepen understanding of the role of entrepreneurial business ties in the new venture growth process and expand resource management perspective into the entrepreneurial field.

Managing Resources and Boundaries: The Effect of Boundary Permeability on New Venture Growth

2015 ◽  
Vol 2015 (1) ◽  
pp. 14460
Author(s):  
Robert S. Nason ◽  
Johan Wiklund ◽  
Alexander McKelvie
Keyword(s):  
New Venture ◽  
Boundary Permeability ◽  
New Venture Growth

AN INTEGRATIVE MODEL FOR THE DEVELOPMENT OF EMERGING TECHNOLOGY COMPLEX

2011 ◽  
Vol 19 (01) ◽  
pp. 101-124
Author(s):  
THERESA LAU ◽  
K. F. CHAN
Keyword(s):  
Emerging Technology ◽  
New Venture ◽  
Development Model ◽  
Integrative Model ◽  
Market Environment ◽  
Structured Interviews ◽  
Internal Factors ◽  
Core Business ◽  
Organisational Form

The term emerging technology complex (ETC) is associated with companies that wish to diversify into a technology related business by setting up a new venture in parallel with their existing core business. ETC strategy has been widely adopted by many traditional companies due to the advance of technology and the changing market environment, but its resulting performance varies depending largely on how it is operated, i.e. the internal factors. This study explored which of these internal factors are important in affecting the development and growth of ETCs. Four companies with ETC setup were selected for the study; two were more successful while two were less successful. In-depth semi-structured interviews were conducted. The findings indicate that the success of ETC is due to internal co-operation in an entrepreneurial environment and the implementation of an organic organisational form. A development model for successful ETC is recommended in the conclusion of the paper.

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