Showing papers by "Shaker A. Zahra published in 2002"
TL;DR: In this paper, the authors identify key dimensions of absorptive capacity and offer a reconceptualization of this construct, and distinguish between a firm's potential and realized capacity, and then advance a model outlining the conditions when the firm's realized capacities can differentially influence the creation and sustenance of its competitive advantage.
Abstract: Researchers have used the absorptive capacity construct to explain various organizational phenomena. In this article we review the literature to identify key dimensions of absorptive capacity and offer a reconceptualization of this construct. Building upon the dynamic capabilities view of the firm, we distinguish between a firm's potential and realized capacity. We then advance a model outlining the conditions when the firm's potential and realized capacities can differentially influence the creation and sustenance of its competitive advantage.
8,648 citations
TL;DR: In this paper, the authors assess the measurement properties of a scale that measures the key internal organizational factors that influence middle managers to initiate corporate entrepreneurship activities, including the appropriate use of rewards, the appropriate reward system that spurs entrepreneurial activity, and results-based incentives.
1,110 citations
TL;DR: The relationship between cultural characteristics and entrepreneurship has been discussed for decades as discussed by the authors. But only in the last 10 years has this relationship been the focus of empiric studies. But this relationship has not yet been explored empirically.
Abstract: Conceptual arguments for the association between cultural characteristics and entrepreneurship have existed for decades but only in the last 10 years has this relationship been the focus of empiric...
1,061 citations
TL;DR: Results show that internal human and technology-based manufacturing sources are positively associated with successful TC and formal and informal integration mechanisms also significantly moderate the relationships observed between capability sources and TC.
Abstract: In recent years, companies have increased their use of internal and external sources in pursuit of a competitive advantage through the effective and timely commercialization of new technology. Grounded in the resource-based view of the firm, this study examines the effect of a company's use of internal and external sources on multiple dimensions of successful technology commercialization (TC). The study also explores the moderating role of formal vs. informal integration mechanisms on these relationships. Applying a longitudinal design and data from 119 companies, the results show that internal human and technology-based manufacturing sources are positively associated with successful TC. Formal and informal integration mechanisms also significantly moderate the relationships observed between capability sources and TC. Copyright © 2002 John Wiley & Sons, Ltd.
705 citations
01 Jan 2002
TL;DR: In this paper, the authors gratefully acknowledge the support of the Kauffman Center for Entrepreneurial Leadership as well as the comments of the SMS-Kauffman conference participants.
Abstract: The authors gratefully acknowledge the support of the Kauffman Center for Entrepreneurial Leadership as well as the comments of the SMS-Kauffman conference participants. The constructive comments of the editors, especially Michael Hitt, have also improved this chapter significantly. We have received many helpful suggestions from seminar participants in Helsinki University of Technology, Jonkoping International Business School, and Norwegian School of Management. The chapter was written when the second author was affiliated with Syracuse University.
630 citations
TL;DR: In this paper, the authors focus on publicly traded biotechnology firms that are not members of university incubators or research parks, and argue that the links these companies develop with universities can have beneficial effects on a company's operations.
595 citations
TL;DR: In this paper, the authors developed and tested a model of family firm governance that incorporates both formal control and social control aspects of governance, and examined the influence of different governance mechanisms on the quality of strategic decision-making.
Abstract: Governance of family firms differs from mainstream corporate governance in an important respect: Important owners, i.e., family members, may have multiple roles in the business. In this paper, we develop and test a model of family firm governance that incorporates both formal control and social control aspects of governance. Governance based on the formal control draws on agency theory, whereas the social control aspects draw on social theories of governance, addressing social capital embedded in relationships. Drawing on these theories, we examine the influence of different governance mechanisms on the quality of strategic decision making. The Family Business Governance Model is tested using survey data from 192 family firms in Finland. We use structural equation modeling in testing the empirical validity of the model. The empirical analysis largely supports our hypotheses on formal control and social control as well as their influences on the decision-making quality.
468 citations
TL;DR: Wheeler's Net-Enabled Business Innovation Cycle (NEBIC) integrates IS and strategy research to offer an interesting and timely perspective on value creation, highlighting the interplay between strategy, IS, and entrepreneurship in a quest for competitive advantage.
Abstract: Wheeler's Net-Enabled Business Innovation Cycle (NEBIC) integrates IS and strategy research to offer an interesting and timely perspective on value creation. We extend Wheeler's theoretical propositions, highlighting the interplay between strategy, IS, and entrepreneurship in a quest for competitive advantage. This interplay is crucial to the creation of the dynamic capabilities that enable companies to gain an advantage through NEBIC. The importance of opportunity recognition and absorptive capacity in bringing about the changes that make NEBIC viable is also highlighted.
306 citations
TL;DR: A recent special issue on the relationship between culture and entrepreneurship as mentioned in this paper focuses on the relationships between cultural variables and entrepreneurial behavior and outcomes and highlights theoretical and methodological innovations necessary to improve research in this area.
Abstract: X he influence of culture on entrepreneurs hip has been of continued scholarly interest for over three decades. Researchers have explored the effect of national, regional, and organizational cultures on wealth creation through new venture creation, innovation, and risk taking. Using data from multiple countries and applying diverse research methods, organizational scholars have explored the relationship between cultural variables and entrepreneurial behavior and outcomes. As empirical findings corroborate some patterns and significant relationships, it is essential to review past studies and identify new avenues to be explored in future research. While considerable progress has been made, we believe that substantial components and manifestations of culture and its contingent influence on entrepreneurial outcomes are yet unexplored, providing new opportunities for scholarly inquiry. This special issue focuses on the relationship between culture and entrepreneurship. It adopts a broad definition of both culture and entrepreneurship. Culture is used to refer to the enduring set of values of a nation, a region, or an organization. Entrepreneurship is defined as the act and process by which societies, regions, organizations, or individuals identify and pursue business opportunities to create wealth. The objectives of this special issue include: (a) synthesizing what we know about the relationship between culture and entrepreneurship; (b) identifying areas and research questions that deserve attention in future research; and (c) highlighting theoretical and methodological innovations necessary to improve research in this area. Culture is an important and complex construct. Likewise, entrepreneurship captures a wide spectrum of activities and is multifaceted. We believe that greater progress could be made in future research if methodological and theoretical innovations are introduced. As you read the papers included in this issue, we hope that you will agree that we have assembled a number of interesting articles. We have worked hard to ensure the diversity and breadth of the contributions represented in this special issue. First, we organized a symposium on the topic in the Academy of Management meetings where authors of some of the papers presented their original ideas. Also, we contacted other authors, from the U.S. and elsewhere, to encourage them to submit their work for consideration and possible inclusion in this special issue. Submitted manuscripts underwent a double-blind review process with two rounds of reviews. We are pleased that the review process identified studies that have a clear message and promise to shape future scholarship in this growing area of research.
216 citations
TL;DR: This paper found that formality, comprehensiveness, and user orientation of CA activities are positively associated with new venture performance, but strategic uncertainty and venture origin also significantly moderate the relationship between CA and new venture's performance.
Abstract: Effective competitive analysis (CA) is important for success in today's marketplace. CA may be particularly important to new ventures that may lack experience in their industries and knowledge of their rivals. Using survey data from 228 new ventures, this study concludes that the formality, comprehensiveness, and user orientation of CA activities are positively associated with new venture performance. Strategic uncertainty and venture origin also significantly moderate the relationship between CA and new venture performance.
164 citations