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Corporate Entrepreneurship Activities through Strategic Alliances: A Resource-Based Approach toward Competitive Advantage

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  • Bing-Sheng Teng
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    Abstract

    Corporate entrepreneurship (CE) activities may significantly benefit from interfirm strategic alliances, although such benefits have not been sufficiently examined in the literature. In this paper, a resource-based framework is presented to examine how strategic alliances offer entrepreneurial firms needed resources that may not otherwise be available. We argue that CE activities are likely to lead to resource gaps. We compare various options to fill resource gaps, and identify the pros and cons of the alliance approach. We then discuss the resource conditions that provide competitive advantage for a firm, if alliances are properly used to help implement CE. Finally, we examine how different types of alliance (e.g. joint ventures, R&D alliances, and learning alliances) facilitate various CE activities, including innovation, corporate venturing, and strategic renewal. Copyright Blackwell Publishing Ltd 2006.

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    Bibliographic Info

    Article provided by Wiley Blackwell in its journal Journal of Management Studies.

    Volume (Year): 44 (2007)
    Issue (Month): 1 (01)
    Pages: 119-142

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    Handle: RePEc:bla:jomstd:v:44:y:2007:i:1:p:119-142

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    Cited by:
    1. Ki H. Kang & Jina Kang, 2009. "Do External Knowledge Sourcing Methods Matter in Service Innovation? Analysis of South Korean Service Firms," TEMEP Discussion Papers 200908, Seoul National University; Technology Management, Economics, and Policy Program (TEMEP), revised Aug 2009.
    2. Braun, Thorsten V. & Krispin, Sebastian & Lehmann, Erik E., 2010. "Entrepreneurial human capital, complementary assets, and takeover probability," UO Working Papers 03-10, University of Augsburg, Chair of Management and Organization.
    3. Gordon Liu & Wai-Wai Ko, 2011. "Social Alliance and Employee Voluntary Activities: A Resource-Based Perspective," Journal of Business Ethics, Springer, vol. 104(2), pages 251-268, December.
    4. Jensen, Peter D. ├śrberg, 2012. "A passage to India: A dual case study of activities, processes and resources in offshore outsourcing of advanced services," Journal of World Business, Elsevier, vol. 47(2), pages 311-326.
    5. Braun, Thorsten V. & Lehmann, Erik E. & Schwerdtfeger, Manuel T., 2011. "The stock market evaluation of IPO-firm takeovers," UO Working Papers 01-11, University of Augsburg, Chair of Management and Organization.
    6. Hsu, Wen-yi & Shih, Stone, 2013. "From hybrid TV towards transmedia: Recent marketing advances of the New Media developments," 24th European Regional ITS Conference, Florence 2013 88502, International Telecommunications Society (ITS).
    7. Bojica, Ana Maria & Fuentes, Maria del Mar Fuentes, 2012. "Knowledge acquisition and corporate entrepreneurship: Insights from Spanish SMEs in the ICT sector," Journal of World Business, Elsevier, vol. 47(3), pages 397-408.
    8. Moriah Meyskens & Alan Carsrud, 2013. "Nascent green-technology ventures: a study assessing the role of partnership diversity in firm success," Small Business Economics, Springer, vol. 40(3), pages 739-759, April.
    9. Zahra, Shaker A. & Filatotchev, Igor & Wright, Mike, 2009. "How do threshold firms sustain corporate entrepreneurship? The role of boards and absorptive capacity," Journal of Business Venturing, Elsevier, vol. 24(3), pages 248-260, May.

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