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
N1 - Funding Information:
We would like to thank Editor Brian Anderson for his guidance in the review process and appreciate the constructive comments of three anonymous reviewers. The paper has also benefitted from comments on earlier versions by Ravi Dharwadkar, David Gras, and Tom Lumpkin as well as attendees at the 2013 Babson College Entrepreneurship Research Conference and the 2014 Strategic Management Society Conference. We are grateful for funding provided the Fonds de recherche du Québec – Société et culture .
Funding Information:
We would like to thank Editor Brian Anderson for his guidance in the review process and appreciate the constructive comments of three anonymous reviewers. The paper has also benefitted from comments on earlier versions by Ravi Dharwadkar, David Gras, and Tom Lumpkin as well as attendees at the 2013 Babson College Entrepreneurship Research Conference and the 2014 Strategic Management Society Conference. We are grateful for funding provided the Fonds de recherche du Qu?bec ? Soci?t? et culture.
Publisher Copyright:
© 2018 Elsevier Inc.
Copyright:
Copyright 2018 Elsevier B.V., All rights reserved.
PY - 2019/1
Y1 - 2019/1
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
AN - SCOPUS:85047069984
SN - 0883-9026
VL - 34
SP - 63
EP - 79
JO - Journal of Business Venturing
JF - Journal of Business Venturing
IS - 1
ER -