计量经济分析 = Econometric analysis

Resource Dependence Theory: A Review:

We examine how entrepreneurs shape organizational boundaries and construct markets through an inductive, longitudinal study of five ventures. Our central contribution is a framework of how successful entrepreneurs attempt to dominate nascent markets by co-constructing organizational boundaries and market niches using three processes: claiming, demarcating, and controlling a market. We propose that power is the underlying boundary logic and indicate the “soft-power” strategies by which entrepreneurs compete in highly ambiguous markets. Overall, we develop a holistic view of organizational boundaries and offer insights into institutional entrepreneurship and resource dependence theories. Our most important contribution is reinvigorating the study of interorganizational power.

Constructing Markets and Shaping Boundaries: Entrepreneurial Power in Nascent Fields

It is unclear whether the common finding of improved organizational performance with increasing organizational experience is driven by learning from success, learning from failure, or some combination of the two. We disaggregate these types of experience and address their relative (and interactive) effects on organizational performance in the orbital launch vehicle industry. We find that organizations learn more effectively from failures than successes, that knowledge from failure depreciates more slowly than knowledge from success, and that prior stocks of experience and the magnitude of failure influence how effectively organizations can learn from various forms of experience.

Failing to Learn? The Effects of Failure and Success on Organizational Learning in the Global Orbital Launch Vehicle Industry

Using a multiple-case, inductive study of eight technology collaborations between ten organizations in the global computing and communications industries between 2001 and 2006 this paper examines w...

https://mackinstitute.wharton.upenn.edu/wp-content/uploads/2012/12/DavisEisenhardt_Rotating-Leadership-And-Collaborative-innovation-Recombination-Processes-In-Symbiotic-Relationships.pdf

Rotating Leadership and Collaborative Innovation Recombination Processes in Symbiotic Relationships

This paper focuses on the tension that firms face between the need for resources from partners and the potentially damaging misappropriation of their own resources by corporate “sharks.” Taking an entrepreneurial lens, we study this tension at tie formation in corporate investment relationships in five U.S. technology-based industries over a 25-year period. Central to our study is the “sharks” dilemma: when do entrepreneurs choose partners with high potential for misappropriation over less risky partners? Our findings show that entrepreneurs take the risk when they need resources that established firms uniquely provide (i.e., financial and manufacturing) and when they have effective defense mechanisms to protect their own resources (i.e., secrecy and timing). Overall, the findings show that tie formation is a negotiation that depends on resource needs, defense mechanisms, and alternative partners. These findings contribute to the recent renaissance of resource dependence theory and to the discussion on the surprising power of entrepreneurial firms in resource mobilization.

Swimming with Sharks: Technology Ventures, Defense Mechanisms and Corporate Relationships

This paper focuses on the tension that firms face between the need for resources from partners and the potentially damaging misappropriation of their own resources by corporate “sharks.” Taking an entrepreneurial lens, we study this tension at tie formation in corporate investment relationships in five U.S. technology-based industries over a 25-year period. Central to our study is the “sharks” dilemma: when do entrepreneurs choose partners with high potential for misappropriation over less risky partners? Our findings show that entrepreneurs take the risk when they need resources that established firms uniquely provide (i.e., financial and manufacturing) and when they have effective defense mechanisms to protect their own resources (i.e., secrecy and timing). Overall, the findings show that tie formation is a negotiation that depends on resource needs, defense mechanisms, and alternative partners. These findings contribute to the recent renaissance of resource dependence theory and to the discussion on th...

Interorganizational relationships offer many potential benefits, but they also expose firms to dangers, such as misappropriation, which pull partners apart. This tension between collaboration and competition is central to tie formation, especially for young technology firms that have both a high need for resources and high appropriability of their own resources. Prior work has examined legal and timing defenses that enable interorganizational ties by such low-power firms; we focus here on social defenses. In a longitudinal study of equity tie formation between young firms and established corporate “sharks,” spanning five technology-based industries and 25 years, we unpack the effects of social defenses and find, intriguingly, that centrally positioned third parties are a particularly powerful social defense and that third-party social defenses are especially significant when more traditional defenses are unavailable. We thus offer the insight that third-party chaperones (central venture capital investors) play a key role in helping young firms to mitigate and navigate vulnerabilities while mobilizing resources

How Do Social Defenses Work? A Resource-Dependence Lens on Technology Ventures, Venture Capital Investors, and Corporate Relationships

Inter-organizational relationships offer many potential benefits, but they also expose firms to dangers, such as misappropriation, that pull partners apart. This tension between collaboration and competition is central to tie formation, especially for young technology-focused firms who have both high need for resources and high appropriability of their own resources. Prior work has examined legal and timing defenses that enable inter-organizational ties; we focus here on social defenses. In a longitudinal study of equity tie formation between young firms and established corporations, spanning 5 technology-based industries and 25 years, we unpack the effects of social defenses and find, intriguingly, that third-party social defenses are particularly significant when more traditional defenses are unavailable. Beyond providing resources and legitimacy, ties with centrally positioned third parties are a critical mechanism whereby young low-power firms can enhance their power in tie formation. Our study also sheds light on how a portfolio of ties helps young technology firms mobilize resources and manage resource vulnerabilities.

/pdf/unpacking-social-defenses-a-resource-dependence-lens-on-5fg4h8xk1t.pdf

Unpacking Social Defenses: A Resource-Dependence Lens on Technology Ventures, Venture Capital, and Corporate Relationships

My study examines when and why technology entrepreneurs raise venture funding from corporations. I focus on how strategic and social capital drivers influence entrepreneurs when making these critical funding decisions for their technology ventures. I draw on previous research on resource dependence, appropriability, and social capital to argue when entrepreneurs will seek corporate venture funding. Utilizing empirical data on venture fundraising rounds over a 25-year period, I assess which factors explain these funding decisions. My findings suggest that resource needs, technology development, prominent affiliate partners, and socio-regional differences influence entrepreneurs when deciding to raise funding from corporations.

Jeff D. Rosenberger

Papers

Swimming with Sharks: Technology Ventures, Defense Mechanisms and Corporate Relationships

Swimming with Sharks: Technology Ventures, Defense Mechanisms and Corporate Relationships

How Do Social Defenses Work? A Resource-Dependence Lens on Technology Ventures, Venture Capital Investors, and Corporate Relationships

Unpacking Social Defenses: A Resource-Dependence Lens on Technology Ventures, Venture Capital, and Corporate Relationships

The Flip Side of the Coin: Nascent Technology Ventures and Corporate Venture Funding - Executive Summary