Orchestrating boundaries

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

Robert S. Nason, Johan Wiklund, Alexander McKelvie, Michael Hitt, Wei Yu

Research output: Contribution to journalArticle

1 Citation (Scopus)

Abstract

While established firms can efficiently manage their resource portfolio, new ventures must construct resource boundaries by assembling resources. In doing so, new ventures are often pushed to utilize resources that are owned by other actors. These inter-organizational relationship strategies do not expand organizational boundaries, but rather create permeable boundaries. We theorize that boundary permeability confers greater access to resources, but limits control over them. Therefore, new ventures face a risky option: utilize fewer but fully controlled resources or access a broader range of resources under limited control. We examine the effects of R&D boundary permeability across growth dimensions of sales, profitability, and employees using a sample of young knowledge intensive ventures. In doing so, we explore early stage boundary management decisions and reveal opportunities and threats to opening venture boundaries.

Original languageEnglish (US)
JournalJournal of Business Venturing
DOIs
StateAccepted/In press - Jan 1 2018

Fingerprint

Profitability
Sales
Personnel
Resources
Permeability
New ventures
Venture
Boundary management
Interorganizational relationships
Organizational boundaries
Employees
Threat
Management decisions
Resource portfolio

Keywords

  • Boundary permeability gras
  • Inter-organizational relationships
  • New venture growth
  • R&D
  • Resource orchestration

ASJC Scopus subject areas

  • Business and International Management
  • Management of Technology and Innovation

Cite this

Orchestrating boundaries : The effect of R&D boundary permeability on new venture growth. / Nason, Robert S.; Wiklund, Johan; McKelvie, Alexander; Hitt, Michael; Yu, Wei.

In: Journal of Business Venturing, 01.01.2018.

Research output: Contribution to journalArticle

@article{bccdf5e4600c48af9ebf19c7ac68a7bb,
title = "Orchestrating boundaries: The effect of R&D boundary permeability on new venture growth",
abstract = "While established firms can efficiently manage their resource portfolio, new ventures must construct resource boundaries by assembling resources. In doing so, new ventures are often pushed to utilize resources that are owned by other actors. These inter-organizational relationship strategies do not expand organizational boundaries, but rather create permeable boundaries. We theorize that boundary permeability confers greater access to resources, but limits control over them. Therefore, new ventures face a risky option: utilize fewer but fully controlled resources or access a broader range of resources under limited control. We examine the effects of R&D boundary permeability across growth dimensions of sales, profitability, and employees using a sample of young knowledge intensive ventures. In doing so, we explore early stage boundary management decisions and reveal opportunities and threats to opening venture boundaries.",
keywords = "Boundary permeability gras, Inter-organizational relationships, New venture growth, R&D, Resource orchestration",
author = "Nason, {Robert S.} and Johan Wiklund and Alexander McKelvie and Michael Hitt and Wei Yu",
year = "2018",
month = "1",
day = "1",
doi = "10.1016/j.jbusvent.2018.05.003",
language = "English (US)",
journal = "Journal of Business Venturing",
issn = "0883-9026",
publisher = "Elsevier",

}

TY - JOUR

T1 - Orchestrating boundaries

T2 - The effect of R&D boundary permeability on new venture growth

AU - Nason, Robert S.

AU - Wiklund, Johan

AU - McKelvie, Alexander

AU - Hitt, Michael

AU - Yu, Wei

PY - 2018/1/1

Y1 - 2018/1/1

N2 - While established firms can efficiently manage their resource portfolio, new ventures must construct resource boundaries by assembling resources. In doing so, new ventures are often pushed to utilize resources that are owned by other actors. These inter-organizational relationship strategies do not expand organizational boundaries, but rather create permeable boundaries. We theorize that boundary permeability confers greater access to resources, but limits control over them. Therefore, new ventures face a risky option: utilize fewer but fully controlled resources or access a broader range of resources under limited control. We examine the effects of R&D boundary permeability across growth dimensions of sales, profitability, and employees using a sample of young knowledge intensive ventures. In doing so, we explore early stage boundary management decisions and reveal opportunities and threats to opening venture boundaries.

AB - While established firms can efficiently manage their resource portfolio, new ventures must construct resource boundaries by assembling resources. In doing so, new ventures are often pushed to utilize resources that are owned by other actors. These inter-organizational relationship strategies do not expand organizational boundaries, but rather create permeable boundaries. We theorize that boundary permeability confers greater access to resources, but limits control over them. Therefore, new ventures face a risky option: utilize fewer but fully controlled resources or access a broader range of resources under limited control. We examine the effects of R&D boundary permeability across growth dimensions of sales, profitability, and employees using a sample of young knowledge intensive ventures. In doing so, we explore early stage boundary management decisions and reveal opportunities and threats to opening venture boundaries.

KW - Boundary permeability gras

KW - Inter-organizational relationships

KW - New venture growth

KW - R&D

KW - Resource orchestration

UR - http://www.scopus.com/inward/record.url?scp=85047069984&partnerID=8YFLogxK

UR - http://www.scopus.com/inward/citedby.url?scp=85047069984&partnerID=8YFLogxK

U2 - 10.1016/j.jbusvent.2018.05.003

DO - 10.1016/j.jbusvent.2018.05.003

M3 - Article

JO - Journal of Business Venturing

JF - Journal of Business Venturing

SN - 0883-9026

ER -