The relationship between resource combination and performance of new ventures under different environmental contexts

PDF(1 KB)

Science Research Management ›› 2014, Vol. 35 ›› Issue (8) : 110-116.

Yin Miaomiao, Ma Yanli

Author information +

History +

Abstract

Resource combination plays an important role in the development of new ventures. However, we still know little about how new ventures combine resources to improve their performance. Therefore, this paper explores how resource combination (stabilizing and pioneering) influences new ventures performance. After cluster analysis and regression analysis on 904 new ventures, we get results as follows: in highly munificent and low dynamic environment, both ways of resource combination have positive effect on the performance; in highly dynamic and low munificent environment, only the pioneering way of resource combination has positive effect on the performance.

Key words

new ventures / resource combination / environmental dynamism / environmental munificence / firm performance

Cite this article

EndNote

Ris (Procite)

Bibtex

Download Citations

Yin Miaomiao, Ma Yanli. The relationship between resource combination and performance of new ventures under different environmental contexts[J]. Science Research Management. 2014, 35(8): 110-116

References

[1] 董保宝,葛宝山.新创企业资源整合过程与动态能力关系研究[J].科研管理,2012,33(2):107-114. [2] 罗永泰,吴树桐.企业资源整合过程中动态能力形成的关键路径分析[J].北京工商大学学报(社会科学版),2009,24(3):23-30. [3] 董保宝,葛宝山,王侃.资源整合过程、动态能力与竞争优势:机理与路径[J].管理世界,2011(3):92-101. [4] 蔡莉,尹苗苗.新创企业学习能力、资源整合方式对企业绩效的影响研究[J].管理世界,2009(10):1-10. [5] Lichtenstein,B.M.B.,Brush,C.G.How do "resource bundles" develop and change in new ventures? A dynamic model and longitudinal exploration[J].Entrepreneurship Theory and Practice,2001,25(3):37-58. [6] Sirmon,D.G.,Hitt,M.A.,Ireland,R.D.Managing firm resources in dynamic environments to create value:Looking inside the black box[J].Academy of Management Review,2007,32(1):273-292. [7] Stoel,M.D.,Muhanna,W.A.IT capabilities and firm performance:A contingency analysis of the role of industry and it capability type[J].Information & Management,2009,46(3):181-189. [8] Boyne,G.A.,Meier,WK.J.Environmental turbulence,organizational stability,and public service performance[J].Administration & Society,2009,40(8):799-824. [9] Aldrich,H.,Wiedenmayer,G.From traits to rates:An ecological perspective on organizational foundings[J].Advances in Entrepreneurship,Firm Emergence,and Growth,1993,1:145-195. [10] Denrell,J.,Fang,C.,Winter,S.G.The economics of strategic opportunity[J].Strategic Management Journal,2003,24:977-990. [11] McDougall,P.,Robinson,Jr.R.B.New venture strategies:An empirical identification of eight archetypes of competitive strategies for entry[J].Strategic Management Journal,1990,11(6):447-467. [12] Zahra,S.A.A conceptual model of entrepreneurship as firm behavior:A critique and extension[J].Entrepreneurship:Theory and Practice,1993,17(4):5-21. [13] 周浩,龙立荣.共同方法偏差的统计检验与控制方法[J].心理科学进展,2004,12(6):942-950. [14] Miller,D.The structural and environmental correlates of business strategy[J].Strategic Management Journal,1987,8(1):55-76. [15] Castrogiovanni,G.J.Organization task environments:Have they changed fundamentally over time?[J].Journal of Management,2002,28(2):129-150. [16] Covin,J.G.,Slevin,D.P.Strategic management of small firms in hostile and benign environments[J].Strategic Management Journal,1989,10(1):75-87. [17] 易丹辉.结构方程模型方法与应用[M].北京:中国人民大学出版社,2008.