How will the world look post Covid-19? What is the role of international entrepreneurship (IE) in this new world? This article attempts to answer these two questions. It highlights the changes caused ...by Covid and how they might affect the scope and types of international entrepreneurial activities in years to come. It also discusses how international entrepreneurs are likely to operate and shape the emerging world order. The article concludes by outlining the implications of these changes for IE scholarship, offering an agenda for future research.
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GEOZS, IJS, IMTLJ, KILJ, KISLJ, NLZOH, NUK, OILJ, PNG, SAZU, SBCE, SBJE, UILJ, UL, UM, UPCLJ, UPUK, ZAGLJ, ZRSKP
The resource-based view (RBV) provides a rich framework for analyzing the role of a firm’s tangible and intangible resources in creating and sustaining competitive advantage. As a result, it has been ...widely used to explain entrepreneurial firms’ strategic choices that generate such an advantage. While researchers have established the usefulness of the RBV, they have overlooked the fundamental question of how entrepreneurial firms manage their resources to gain competitive advantage. This paper examines this issue in the context of independently owned startups, which typically lack resources, are constrained in their access to key resource providers, and have limited experience in assembling and managing resources. Adopting a broader conceptualization of startups’ resource management process, the paper identifies several questionable assumptions in related RBV-based research. Further, recognizing the limits of RBV to determine ex ante the nature and magnitude of entrepreneurs’ resourcefulness when managing their resources, the paper suggests linkages between the RBV and several entrepreneurship frameworks and outlines promising research questions.
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NUK, OILJ, SAZU, UKNU, UL, UM, UPUK
There is a need to rethink and redefine the social value added of entrepreneurial activities to society. In this paper we develop five pillars on which the evolving social role of entrepreneurship ...can rest and have its impact: (1) connecting entrepreneurial activities to other societal efforts aimed at improving the quality of life, achieving progress, and enriching human existence, (2) identifying ways to reduce the dysfunctional effects of entrepreneurial activities on stakeholders, (3) redefining the scope of entrepreneurial activities as a scholarly arena, (4) recognizing entrepreneurship's social multiplier, and (5) pursuing blended value at the organizational level, centring on balancing the creation of financial, social and environmental wealth. In a final section we discuss implications for practices and for further research.
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BFBNIB, FZAB, GIS, IJS, KILJ, NLZOH, NUK, OILJ, SAZU, SBCE, SBMB, UL, UM, UPUK
Global platforms and ecosystems Nambisan, Satish; Zahra, Shaker A.; Luo, Yadong
Journal of international business studies,
12/2019, Volume:
50, Issue:
9
Journal Article
Peer reviewed
The emergence of digital platforms and ecosystems (DPE) as a venue for value creation and capture for multinational enterprises holds considerable implications for the theory and practice of ...international business. In this paper, we articulate these implications by considering the dual perspectives of cross-border platforms and ecosystems – as a venue for multifaceted innovation and as multisided marketplace – and focusing on three overarching themes at the intersection of DPEs and international business, that is, DPEs as affording new ways of internationalization, as facilitating new ways of building knowledge and relationships, and as enabling new ways of creating and delivering value to global customers. We explain specific DPE-related concepts and constructs that underlie these themes and discuss how they could be incorporated into existing IB theories in ways that would enhance their richness and continued relevance as well as their ability to better predict a multitude of emerging IB phenomena.
Research summary: Integrating the behavioral and institutional perspectives, we propose that a country's formal institutions, particularly its legal frameworks, affect managers' deployment of slack ...resources. Specifically, we explore the moderating effects of creditor and employee rights on the performance effects of slack. Using longitudinal data from 162,633 European private firms in 26 countries, we find that financial slack enhances firm performance at diminishing rates, whereas human resource (HR) slack lowers performance at diminishing rates. However, financial slack has a more positive effect on firm performance in countries with weaker creditor rights, whereas HR slack has a more negative effect on performance in countries with stronger employee rights. The results provide a richer view of the relationship between slack and firm performance than currently assumed in the literature. Managerial summary: A key dilemma managers often encounter is whether, on the one hand, they should build in excess resources to buffer their firms from internal and external shocks and to pursue new opportunities or whether, on the other hand, they should develop "lean" firms. Our study suggests that excess cash resources—which are usually viewed as easy to redeploy—benefit firm performance, especially when firms operate in countries with weaker creditor rights. However, excess human resources—which are usually viewed as more difficult to redeploy—hamper firm performance, particularly when firms operate in countries with stronger labor protection laws. Thus, the management of slack resources critically depends on the characteristics of these resources (e.g., redeployability) and the institutional context in which managers operate.
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BFBNIB, FZAB, GIS, IJS, KILJ, NLZOH, NUK, OILJ, PNG, SAZU, SBCE, SBMB, UL, UM, UPUK
A growing body of research highlights the importance and development of dynamic capabilities as well as the contingencies that can affect such development. However, existing research pays limited ...attention to the demands of competition in today’s dynamic, volatile, and ambiguous international markets. The international business (IB) realities and contexts require companies to develop and effectively deploy dynamic capabilities to achieve evolutionary fitness, adapt, and successfully exploit opportunities (and neutralize threats) stemming from technological, social, geopolitical, institutional, and economic changes and interdependencies among various layers of embeddedness. Consequently, in this article, we discuss dynamic capabilities that tailor to the specifics of IB contexts, underscore their conceptual properties relevant for the IB realities, and articulate the processes involved in their building and leveraging by established and young MNEs. We further clarify the entrepreneurial foundations and actions essential for development and effective deployment of dynamic capabilities for IB. Finally, we offer our suggestions on how future IB research should explore these issues so as to make dynamic capabilities thinking actionable.
Theory development and testing are central to the advancement of entrepreneurship as a scholarly field. For nearly three decades now, researchers have borrowed popular theories from other disciplines ...and adapted them to the study of diverse entrepreneurship phenomena. This has enhanced the rigor of research findings. Future studies can achieve greater rigor and relevance by paying more attention to the context of their investigations. Understanding the nature, dynamics, uniqueness and limitations of this context can enrich future studies. This article describes common problems revealed in recent entrepreneurship research when applying existing and new theories to well known vs. emerging and novel phenomena. The article also suggests strategies to enrich creative and constructive theory building.
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GEOZS, IJS, IMTLJ, KILJ, KISLJ, NUK, OILJ, PNG, SAZU, SBCE, SBJE, UL, UM, UPCLJ, UPUK
Research on entrepreneurial risk taking by family firms has grown rapidly over the past decade. In this article, I revisit my earlier study’s objectives and contributions and analyze the key changes ...that have taken place in the literature since its publication. My analyses highlight the ever-broadening definition of entrepreneurship and entrepreneurial risk taking by family firms and the explosive growth of research on their antecedents and consequences, increasingly adopting an international perspective. I offer suggestions to improve theory building and methodological choices while adopting a multilevel perspective that enables the recognition of microfoundations and temporal issues. This research can clarify the role of entrepreneurship as the source of family firms’ regenerative capability.
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NUK, OILJ, SAZU, UKNU, UL, UM, UPUK
9.
Entrepreneurship's Next Act Zahra, Shaker A.; Wright, Mike
Academy of Management perspectives,
11/2011, Volume:
25, Issue:
4
Journal Article
Peer reviewed
Open access
Entrepreneurship has become firmly established as a legitimate scholarly discipline. For entrepreneurship to influence managerial practice and public policy, however, we believe there needs to be a ...substantive shift in the focus, content, and methods of entrepreneurship research. We discuss ways this shift could occur, highlighting the need to recognize the multiple dimensions of entrepreneurial activities—and the importance of examining the heterogeneous aspects of context and factoring them into future theory building and testing efforts—and delineating the microfoundations of entrepreneurship. We also discuss how to strengthen the link between entrepreneurship research and public policy.
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BFBNIB, IZUM, KILJ, NMLJ, NUK, PILJ, PNG, SAZU, UL, UM, UPUK
Corporate entrepreneurship (CE) is an important means for inducing innovation, revitalizing organizations, and enhancing productivity. It is also the source of new knowledge that allows companies to ...create capabilities to enter new markets and achieve growth. This article highlights key findings from a 25-year-long stream of research, conducted in several countries, that shows how CE creates knowledge and the variety of knowledge that emerges from different CE activities. It also explains the role of entrepreneurial hubs in capturing, accumulating, converting and translating, and integrating this knowledge, enabling companies to build new revenue streams. The role of these hubs is pervasive, calling for engaged management and creativity in building linkages within and across the different units of an organization. Knowledge, the foundation of competitive superiority, is clearly one of the most important products of CE in today's dynamic global markets.
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