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Journal ArticleDOI

Firm resources and entrepreneurial orientation as determinants for collaborative entrepreneurship

Mário Franco, +1 more
- 10 Nov 2013 - 
- Vol. 51, Iss: 3, pp 680-696
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TLDR
In this paper, the authors examined the joint influence of both firm resources and entrepreneurial orientation on the decision to establish interfirm alliances and found that several resources and some dimensions of entrepreneurial orientation are linked with collaborative entrepreneurship, but the effects are rather mixed.
Abstract
Purpose – The purpose of this paper is to investigate what factors drive collaborative entrepreneurship. To do so, the authors examine the joint influence of both firm resources and entrepreneurial orientation on the decision to establish interfirm alliances. The paper considers new variables which are likely to determine the phenomenon.Design/methodology/approach – Based on a random sample, the authors performed a cross‐sectional study among 84 Portuguese firms. Data collection was made by an online questionnaire with a personalised link and answer control codes. For data analyses, the authors used descriptive statistics and logistic regression (logit model).Findings – The results indicate that several resources and some dimensions of entrepreneurial orientation are linked with collaborative entrepreneurship, but the effects are rather mixed. In particular, financial, commercial and administrative resources, as well as innovative potential and collective capability, seem to be most relevant for the allia...

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Citations
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The effect of market orientation as a mediating variable in the relationship between entrepreneurial orientation and SMEs performance

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Encouraging collaborative entrepreneurship in developing countries: the current challenges and a research agenda

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References
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Book ChapterDOI

Firm Resources and Sustained Competitive Advantage

TL;DR: In this article, the authors examined the link between firm resources and sustained competitive advantage and analyzed the potential of several firm resources for generating sustained competitive advantages, including value, rareness, imitability, and substitutability.
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A Resource-Based View of the Firm

TL;DR: In this paper, the authors explore the usefulness of analyzing firms from the resource side rather than from the product side, in analogy to entry barriers and growth-share matrices, the concepts of resource position barrier and resource-product matrices are suggested.
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A Dynamic Theory of Organizational Knowledge Creation

TL;DR: In this paper, the authors propose a paradigm for managing the dynamic aspects of organizational knowledge creating processes, arguing that organizational knowledge is created through a continuous dialogue between tacit and explicit knowledge.
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A Paradigm for Developing Better Measures of Marketing Constructs

TL;DR: A critical element in the evolution of a fundamental body of knowledge in marketing, as well as for improved marketing practice, is the development of better measures of the variables with which marketers deal with marketing as discussed by the authors.
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The Relational View: Cooperative Strategy and Sources of Interorganizational Competitive Advantage

TL;DR: In this paper, the authors argue that an increasingly important unit of analysis for understanding competitive advantage is the relationship between firms and identify four potential sources of interorganizational competitive advantage: relation-specific assets, knowledge-sharing routines, complementary resources/capabilities, and effective governance.
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