Innovation resources integration pattern in high-tech entrepreneurial enterprises
- 187 Downloads
This paper discusses the innovation resource intergration pattern of high-tech entrepreneurial enterprises formed through integration of internal and external innovation resources in the face of demand change and continuous competition. The study finds that the core of the high-tech entrepreneurial enterprise’ sustainable growth is the effective integration of internal and external innovation resources, and the effective pattern of innovation resource integration is group polymerisation and chain integration. These two innovation resource integration pattern either substantiates the traditional theory of innovation resource integration and offers a guidance for growth practices of high-tech entrepreneurial enterprises in China.
KeywordsHigh-tech entrepreneurial enterprises Innovation resources integration Group polymerization Chain integration
This paper is the stage achievement of Program for New Century Excellent Talents in University (NCET-12-0595), National Nature Science Fundation Project (71303029), Dalian Science and Technology Plan Project (2015D12ZC176) and Dalian Youth Science and Technology Star Breeding Plan Project (2016RQ004). The authors thank for the support of Program for New Century Excellent Talents in University, National Nature Science Fundation, Dalian Science and Technology Plan and Dalian Youth Science and Technology Star Breeding Plan.
- Baum, J. R. (2003). Entrepreneurs' start-up cognitions and behaviors: Dreams, surprises, shortages, and fast zigzags. Working paper presented at the Babson Kauffman Entrepreneurship Research Conference. https://papers.ssrn.com/sol3/Data_Integrity_Notice.cfm?abid=1783689. Accessed 16 June 2017.
- Burt, R. S. (1995). Structural holes: The social structure of competition. Cambridge: Harvard University Press.Google Scholar
- Choi, J. (2010). Characteristics of network and performance of technology based start-up. Journal of Entrepreneurship and Venture Studies, 13(4), 87–108.Google Scholar
- Christensen, C. (1997). The innovator’s dilemma. Boston: Harvard Business School Press.Google Scholar
- De Silva, D. G., & McComb, R. P. (2012). Research universities and regional high-tech firm start-up and exit. Economic Inquiry, 50(1), 112–130.Google Scholar
- Dornberger, U. (2009). The locational factors and performance of the high-tech startups in china. International Journal of Entrepreneurship & Small Business, 7(3),312–323.Google Scholar
- Freeman, C. (1974). The Economics of Industrial Innovation. London: Routledge.Google Scholar
- Guo, H., Su, Z., & Ahlstorm, D. (2015). Business model innovation: The effects of exploratory orientation, opportunity recognition, and entrepreneurial bricolage in an emerging economy. Asia Pacific Journal of Management, 33(2), 1–17.Google Scholar
- Hill, C. W., Jones, L., & Gareth, R. (2001). Strategic management: An integrated approach. Boston: Houghton Mifflin.Google Scholar
- Hughes, M., Morgan, R. E., Ireland, R. D., & Hughes, P. (2011). Network behaviours, social capital, and organisational learning in high-growth entrepreneurial firms. International Journal of Entrepreneurship & Small Business, 12(3), 257–272.Google Scholar
- Kim, B. K. (2017). The dominant factors affecting the performance of technology-based start-ups in the Korean business incubators. Journal of the Korean Entrepreneurship Society, 12(1), 35–67.Google Scholar
- Lansiti, M., & West, J. (1997). Technology integration: Turning great research into great products. Harvard Business Review on managing high-tech industries, 75, 1–29.Google Scholar
- Liu, L., Wang, B., & Pan, X. (2012). Capability evolution and development of S&T start-up enterprises: A case study of Guangyang corporation. Science Research Management, 33(6), 16–23.Google Scholar
- March, J. G., & Simon, H. A. (1958). Organizations. New York: Wiley.Google Scholar
- Senyard, J., Baker, T., & Davidson, P. (2009). Entrepreneurial bricolage: Towards systematic empirical testing. Frontiers of Entrepreneurship Resource, 29(5), 1–14.Google Scholar
- Steffens, P. R., et al. (2009). Linking resource acquisition and development processes to resource-based advantage: Bricolage and the resource-based view. Adelaide:6th AGSE International Entrepreneurship Resource Exchange, 14(2).Google Scholar
- Taji, N. (2013). Resource acquisition in global strategy of high-tech startups: Case studies of Cambridge region. Working paper presented at the Engineering, Technology and Innovation (ICE) & IEEE International Technology Management Conference. http://innovate.ieee.org/innovate/35675?LT=XPLLG_XPL_Bold728x90_Q3.16_FT_Subpage. Accessed 13 June 2017.
- Winter, S. G., & Nelson, R. R. (1982). An evolutionary theory of economic change. Cambridge: Belknap Press of Harvard University Press.Google Scholar
- Zahra, S. A. (2000). Technology strategy and new venture performance: A study of corporate-sponsored and independent biotechnology ventures. Journal of Business Venturing, 10(4), 289–321.Google Scholar