Knowledge that Transforms

Abstract Despite the widespread belief that empirical studies that are firmly grounded in theory and use valid measures of their focal constructs are more critical to the advancement of science than studies that do not possess these attributes, it is only recently that this belief has begun to be empirically tested. Unfortunately, most of the tests that have been conducted have some limitations. Therefore, the purpose of this study is to examine the effects that an article's theoretical contribution, the rigor of its scale validation procedures, and the quality of the journal in which it is published have on its impact in the field of entrepreneurship. Using expectancy theory as a conceptual framework, we develop and test our hypotheses in a sample of 88 entrepreneurship articles that reported scale development and validation evidence. Our hypotheses were supported in that the results showed that an article's theoretical contribution, methodological rigor, and journal quality significantly predicted the number of citations the article received, even after controlling for article age‐ and author‐related variables. When taken together, the article characteristics and control variables accounted for 66 percent of the variance in article citations. Implications of these findings for researchers in the field of entrepreneurship are discussed. Copyright © 2011 Strategic Management Society.

Abstract We explore how environmental contingencies determine the way resources are accumulated in young technology‐based firms and argue that growth paths are critically shaped at the nexus between resource management and the competitive environment, defined along its most important dimensions, ‘stability’ and ‘complexity.’ We also build propositions about the way environmental conditions affect resource portfolio development or acquisition. We show how particular high‐growth paths result from structuring resource portfolios in accordance with environmental demands and provide insights into why, based on six case studies of young technology‐based high‐growth firms, involving 27 interviews, 121 press releases, 605 press articles, and archival data. Copyright © 2011 Strategic Management Society.

Abstract We offer a theoretical basis for understanding how and to what end entrepreneurs employ impression management strategies in response to the negative attributions associated with the stigma of venture failure. Our framework offers counterintuitive insights into why some entrepreneurs stigmatized by failure will use impression management strategies to align their conception of self with how others perceive them—even if that means adopting a negative view of self. Our model highlights a potential paradox related to competing individual (the entrepreneur) and organizational goals, with regard to actions positioned to enhance the psychological well‐being of the failed entrepreneur. Copyright © 2011 Strategic Management Society.

Abstract New technology‐based firms face substantial resource constraints. This study examines how teamwork capability and relational capability of the entrepreneurial team affects the development of new firms. Teamwork capabilities are captured by the quality of collaboration of the entrepreneurial team members among themselves. Relational capabilities are analyzed based on the collaboration of the entrepreneurial team members with partners external to the focal firm. Our findings show that teamwork and relational capabilities, while theoretically originating from social capabilities, can have diverging effects on the development of a new organization. We find that relational capabilities lead to founding team member additions as well as sales and employment growth. In contrast, teamwork capabilities lead to a reduced likelihood to add founding team members and do not affect sales and employment growth. Theoretical and practical implications are discussed. Copyright © 2011 Strategic Management Society.

Abstract Drawing on the process of resource orchestration, we argue a co‐alignment of multiple factors is needed for family firms to increase performance through entrepreneurship. Specifically, we posit that entrepreneurial orientation provides the mobilizing vision to use the heterogeneous yet complementary knowledge and experiences offered by increased generational involvement toward entrepreneurship. However, without a coordinating mechanism, generational involvement leads to conflict and negative outcomes. When, instead, it is also coordinated via a participative strategy, performance gains are achieved. In sum, results suggest that realizing the benefits from entrepreneurship in family firms is a complicated matter affected by the synchronization of entrepreneurial orientation, generational involvement, and participative strategy. Copyright © 2011 Strategic Management Society.