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Bottleneck Resources, Market Relatedness, and the Dynamics of Organizational Growth

Author

Listed:
  • Sungyong Chang

    (London Business School, London NW1 4SA, United Kingdom)

  • J. P. Eggers

    (Stern School of Business, New York University, New York, New York 10012)

  • D. Daniel Keum

    (Management Division, Columbia Business School, New York, New York 10027)

Abstract

Entering a new product market requires assembling a bundle of resources. Because missing a single resource can foil the entire entry effort, we argue that bottleneck resources—those most difficult to obtain or sell externally—anchor the direction of firm growth. We characterize market resources as bottlenecks to product market entry, because they are (on average) more challenging to obtain and sell than technological resources, and we articulate why the importance of market resources varies with the strength of external markets for technology. Using cross-industry data linking firms’ product portfolios with patents, we find resource dynamics whereby market resources drive the strategic decision to enter, and firms fill technological gaps using both internal research and development and external acquisitions (joint ventures and alliances). Our study underscores the importance of resources for firm growth dynamics and specifically highlights market resources as the bottleneck that constrains and directs the direction of product market entry.

Suggested Citation

  • Sungyong Chang & J. P. Eggers & D. Daniel Keum, 2022. "Bottleneck Resources, Market Relatedness, and the Dynamics of Organizational Growth," Organization Science, INFORMS, vol. 33(3), pages 1049-1067, May.
    • Handle: RePEc:inm:ororsc:v:33:y:2022:i:3:p:1049-1067
    DOI: 10.1287/orsc.2021.1479
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