|
|
|
| Resource Ingeniousness-Configuration and Entrepreneurial Opportunity Identification |
| Sun Yongbo1,Sun Hui1,Ding Yixin2 |
| (1.Business School, Beijing Technology and Business University，Beijing 100048, China；2.UIBE Business School,University of International Business and Economics，Beijing 100029, China） |
|
|
|
|
Abstract As the capital to establish competitive advantages, resource must be fully utilized to maximize value. Based on the resource orchestration theory, this paper discusses the pattern of identifying entrepreneurial opportunity formed by resource combination, and uses fsQCA3.0 to analyze it. The results show that: the matching of the structuring and bundling of resources brings into being the leveraging to create the value. a combination of resource elements and a core-focused configuration model can comprehensively explain the characteristics of the entrepreneurial opportunity identification model from multiple levels, in which slack, network and legitimacy resource are the core resource elements, and resource bricolage as capacity utilization acts on these resource elements to create resource value. there are three resource matching mechanisms for identifying entrepreneurial opportunities: institutional response, sensemaking and accumulate development. The study provides guidance for managers on how to identify, acquire, integrate and utilize resources and coordinate resource elements to maximize resource value and identify profitable business opportunities.
|
|
Received: 25 May 2020
|
|
|
|
|
|
| [1] SHANE S, VENKATARAMAN S. The promise of entrepreneurship as a field of research[J]. Academy of Management Review, 2000,25(1):217-226.[2] ARDICHVILI A, CARDOZO R, RAY S. A theory of entrepreneurial opportunity identification and development[J]. Journal of Business Venturing ,2003,18(1):105-123.[3] HSU P F. Integrating ERP and e-business: resource complementarity in business value creation[J]. Decision Support Systems, 2013,56:334-347.[4] ALEXY O, WEST J, KLAPPER H, et al. Surrendering control to gain advantage: reconciling openness and the resource‐based view of the firm[J].Strategic Management Journal,2017,39(4):1704-1727.[5] XIAO L,RAMSDEN M.Founder expertise, strategic choices, formation, and survival of high-tech smes in china: a resource-substitution approach[J]. Journal of Small Business Management,2016,54(3):892-911.[6] CUI M, PAN S L, NEWELL S,et al. Strategy, resource orchestration and e-commerce enabled social innovation in rural China[J]. The Journal of Strategic Information Systems,2017,26(1):3-21.[7] LI L. China's manufacturing locus in 2025: with a comparison of “Made-in-China 2025” and “Industry 4.0”[J]. Technological Forecasting and Social Change,2018,135: 66-74.[8] 蔡莉,单标安.中国情境下的创业研究:回顾与展望[J].管理世界,2013，28(12): 160-169.[9] 葛宝山,高洋,蒋大可,等.机会-资源一体化开发行为研究[J]. 科研管理,2015,36(5):99-108.[10] 苏芳,毛基业,谢卫红.资源贫乏企业应对环境剧变的拼凑过程研究[J].管理世界,2016，31(8):137-149,188.[11] PFEFFER J, SALANCIK G. The external control of organizations: a resource dependence perspective[M]. New York: Harper & Row Publishers,1978.[12] QIAN S, MA D, MIAO C. Deciding to discover entrepreneurial opportunities: a multi-level investigation based on informational economics and resource dependence theory[J]. Journal of Developmental Entrepreneurship,2016,21(2).[13] SIRMON D G, HITT M A, IRELAND R D. Managing firm resources in dynamic environments to create value: looking inside the black box[J].Academy of Management Review,2007,32(1):273-292.[14] 徐晖,张海军.制造业企业服务创新能力构建机制与演化路径研究[J].科学学研究,2016,34(2):298-311.[15] 刘新梅,赵旭,张新星.企业高层长期导向对新产品创造力的影响机制[J].科学学与科学技术管理,2017,38(3):44-55.[16] 杜占河,魏泽龙,谷盟.大数据环境特征对IT外包项目绩效的影响——基于资源编排理论视角[J].科技进步与对策,2017,34(4):23-30.[17] TAN J, PENG M W. Organizational slack and firm performance during economic transitions: two studies from an emerging economy[J].Strategic Management Journal,2003,24(13):1249-1263.[18] 赵兴庐,刘衡,张建琦.冗余如何转化为公司创业——资源拼凑和机会识别的双元式中介路径研究[J].外国经济与管理,2017,39(6):54-67.[19] HEROLD D M,JAYARAMAN N,NARAYANASWAMY C R.What is the relationship between organizational slack and innovation[J].Journal of Managerial Issues,2006,18(3):372-392.[20] PARK S H, LUO Y. Guanxi and organizational dynamics: organizational networking in Chinese firms[J].Strategic Management Journal,2001,22(5):455-477.[21] LUO X, ZHOU L, LIU S S. Entrepreneurial firms in the context of China's transition economy: an integrative framework and empirical examination[J].Journal of Business Research，2005,58(3):277-284.[22] SHENG S, ZHOU K Z, LI J J. The effects of business and political ties on firm performance_ evidence from China[J]. Journal of Marketing Theory and Practice,2011, 75(1):1-15.[23] 尹苗苗,李秉泽,杨隽萍.中国创业网络关系对新企业成长的影响研究[J]. 管理科学,2015,28(6):27-38.[24] MEYER J W, ROWAN B. Institutionalized organizations:formal structure as myth and ceremony[J]. American Journal of Sociology,1977,83(2):340-363.[25] SUCHMAN M C. Managing legitimacy: strategic and institutional approaches[J]. Academy of Management Review,1995,20(3): 571-610..[26] ZIMMERMAN M A, ZEITZ G J. Beyond survival: achieving new venture growth by building legitimacy[J]. Academy of Management Review,2002,27(3):414-431.[27] PENG M W. Institutional transitions and strategic choices[J]. Academy of Management Review,2003,28(2):275-296.[28] EBERHART R N, EESLEY C E. The dark side of institutional intermediaries: junior stock exchanges and entrepreneurship[J]. Strategic Management Journal,2018,39(10): 2643-2665. [29] BAKER T, NELSON R E. Creating something from nothing: resource construction through entrepreneurial bricolage administrative[J].Science Quarterly,2005,50(3): 329-366.[30] BAKER T,MINER A S,EESLEY D T.Improvising firms: bricolage, account giving and improvisational competencies in the founding process[J]. Research Policy,2003,32(2): 255-276.[31] DUYMEDJIAN R, RüLING C-C. Towards a foundation of bricolage in organization and management theory[J]. Organization Studies,2010,31(2):133-151.[32] SERVANTIE V, RISPAL M H. Bricolage, effectuation, and causation shifts over time in the context of social entrepreneurship[J].Entrepreneurship & Regional Development,2018,30(3-4):310-335.[33] BOXENBAUM E, LINDA R. New knowledge products as bricolage: metaphors and scripts in organizational theory[J]. Academy of Management Review,2011,36(2):272-296.[34] 许晖,单宇.打破资源束缚的魔咒：新兴市场跨国企业机会识别与资源“巧”配策略选择[J].管理世界,2019，34（3）:127-141, 168..[35] LUO Y,CHILD J. Acomposition-based view of firm growth[J].Management and Organization 2Review,2015,11(3):379-411.[36] RAGIN C C. Redesigning social inquiry: fuzzy sets and beyond[M]. Chicago: University of Chicago Press.2008.[37] EISENHARDT K M. Building theories from case study research[J]. Academy of Management Review,1989,54(2):393-420.[38] RAGIN C C. The comparative method: moving beyond qualitative and quantitative strategies[M]. University of California Press,2014.[39] 杜运周,贾良定.组态视角与定性比较分析(QCA):管理学研究的一条新道路[J].管理世界,2017，32(6)：155-167.[40] FISS P C. Building better causal theories: a fuzzy set approach to typologies in organization research[J]. Academy of Management Journal,2011,54(2):393-420.[41] FISS P C. A set-theoretic approach to organizational configurations[J]. Academy of Management Review,2007,32(4):1180-1198.[42] YIN R K. Case study research: design and methods (5th ed.)[M]. CA: Sage Publications,2014.[43] SCHNEIDER C Q, WAGEMANN C. Doing justice to logical remainders in QCA: moving beyond the standard analysis[J]. Journal of Management Studies, 2013, 66(1): 211-220.[44] 王节祥.互联网平台企业的边界选择与开放度治理研究:平台二重性视角[D].杭州：浙江大学,2017.[45] VOSS G B, SIRDESHMUKH D, VOSS Z G. The effects of slack resources and environmental threat on product exploration and exploitation[J]. Academy of Management Journal,2008,51(1):147-164.[46] GEORGE G. Slack resources and the performance of privately held firms[J]. Academy of Management Journal,2005,48(4):661-676.[47] STAM W, ARZLANIAN S, ELFRING T. Social capital of entrepreneurs and small firm performance: a meta-analysis of contextual and methodological moderators[J]. Journal of Business Venturing ,2014,29(1):152-173.[48] SCOTT W R.Institutions and organizations: Ideas, interests, and identities[M]. CA: Sage Publications, 2013.[49] 王玲玲,赵文红,魏泽龙.创业制度环境、网络关系强度对新企业组织合法性的影响研究[J].管理学报, 2017,14(9):1324-1331.[50] SENYARD J, BAKER T, STEFFENS P, et al. Bricolage as a path to innovativeness for resource-constrained new firms[J]. Journal of Product Innovation Management, 2014,31(2):211-230.[51] OZGEN E, BARON R A. Social sources of information in opportunity recognition: effects of mentors, industry networks, and professional forums[J]. Journal of Business Venturing,2007,22(2):174-192.[52] GREGOIRE D A, SHEPHERD D A, LAMBERT L S. Measuring opportunity-recognition beliefs[J]. Organizational Research Methods,2010,13(1):114-145.[53] BASCLE G. Toward a dynamic theory of intermediate conformity[J]. Journal of Management Studies,2016,53(2):131-160.[54] LOUNSBURY M, GLYNN M A. Cultural entrepreneurship: stories, legitimacy, and the acquisition of resources[J]. Strategic Management Journal,2001, 22(6-7): 545-564.[55] SINGH J V, TUCKER D J, HOUSE R J. Organizational legitimacy and the liability of newness[J]. Administrative Science Quarterly,1986,31(2):171-193.[56] MARCH J G. Exploration and exploitation in organizational learning[J]. Organization Science,1991,2(1):71-87. |
|
|
|
