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PORTFOLIO ENTREPRENEURSHIP AND RESOURCE ORCHESTRATION

Caroline Baert (UGent) , Miguel Meuleman (UGent) , Marion Debruyne (UGent) and Mike Wright (UGent)
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Abstract
Research summary: This study examines the role of resource orchestration for the exploration and exploitation of opportunities through portfolio entrepreneurship. Adopting a single-case study approach, we identify eight distinctive resource orchestration subprocesses that we group into three aggregate resource orchestration processes that enable the development and exploitation of a set of resources and capabilities across a portfolio of ventures. Our findings extend the literature on enduring entrepreneurship by building theory on how resource orchestration across a portfolio of ventures facilitates the emergence of synergies when exploring and exploiting opportunities. Managerial summary: This study examines the processes through which an entrepreneur structures and rearranges resources and capabilities across multiple firms as he/she grows a portfolio of firms to engage in the exploration and exploitation of market opportunities. Entrepreneurs can obtain insights for building their businesses from the eight processes we identify; these processes allow entrepreneurs to develop synergies as they create and put to use a set of resources and capabilities across their businesses. Through these synergies, entrepreneurs can share, transform, and harmonize resources and capabilities across their firms. This can enable them to continuously and simultaneously explore and exploit market opportunities, which ultimately facilitates the sustainability of their businesses. Copyright (C) 2016 Strategic Management Society.
Keywords
BUSINESS GROUP FORMATION, LIFE-CYCLE, STRATEGIC ENTREPRENEURSHIP, HABITUAL ENTREPRENEURS, DYNAMIC CAPABILITIES, FIRM PERFORMANCE, EXPLOITATION, ACQUISITION, MODEL, EXPLORATION, portfolio entrepreneur, resource orchestration, exploration/exploitation, enduring entrepreneurship, strategic, entrepreneurship

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Chicago
Baert, Caroline, Miguel Meuleman, Marion Debruyne, and Mike Wright. 2016. “Portfolio Entrepreneurship and Resource Orchestration.” Strategic Entrepreneurship Journal 10 (4): 346–370.
APA
Baert, C., Meuleman, M., Debruyne, M., & Wright, M. (2016). PORTFOLIO ENTREPRENEURSHIP AND RESOURCE ORCHESTRATION. STRATEGIC ENTREPRENEURSHIP JOURNAL, 10(4), 346–370.
Vancouver
1.
Baert C, Meuleman M, Debruyne M, Wright M. PORTFOLIO ENTREPRENEURSHIP AND RESOURCE ORCHESTRATION. STRATEGIC ENTREPRENEURSHIP JOURNAL. Hoboken: Wiley-blackwell; 2016;10(4):346–70.
MLA
Baert, Caroline, Miguel Meuleman, Marion Debruyne, et al. “Portfolio Entrepreneurship and Resource Orchestration.” STRATEGIC ENTREPRENEURSHIP JOURNAL 10.4 (2016): 346–370. Print.
@article{8524744,
  abstract     = {Research summary: This study examines the role of resource orchestration for the exploration and exploitation of opportunities through portfolio entrepreneurship. Adopting a single-case study approach, we identify eight distinctive resource orchestration subprocesses that we group into three aggregate resource orchestration processes that enable the development and exploitation of a set of resources and capabilities across a portfolio of ventures. Our findings extend the literature on enduring entrepreneurship by building theory on how resource orchestration across a portfolio of ventures facilitates the emergence of synergies when exploring and exploiting opportunities. Managerial summary: This study examines the processes through which an entrepreneur structures and rearranges resources and capabilities across multiple firms as he/she grows a portfolio of firms to engage in the exploration and exploitation of market opportunities. Entrepreneurs can obtain insights for building their businesses from the eight processes we identify; these processes allow entrepreneurs to develop synergies as they create and put to use a set of resources and capabilities across their businesses. Through these synergies, entrepreneurs can share, transform, and harmonize resources and capabilities across their firms. This can enable them to continuously and simultaneously explore and exploit market opportunities, which ultimately facilitates the sustainability of their businesses. Copyright (C) 2016 Strategic Management Society.},
  author       = {Baert, Caroline and Meuleman, Miguel and Debruyne, Marion and Wright, Mike},
  issn         = {1932-4391},
  journal      = {STRATEGIC ENTREPRENEURSHIP JOURNAL},
  keyword      = {BUSINESS GROUP FORMATION,LIFE-CYCLE,STRATEGIC ENTREPRENEURSHIP,HABITUAL ENTREPRENEURS,DYNAMIC CAPABILITIES,FIRM PERFORMANCE,EXPLOITATION,ACQUISITION,MODEL,EXPLORATION,portfolio entrepreneur,resource orchestration,exploration/exploitation,enduring entrepreneurship,strategic,entrepreneurship},
  language     = {eng},
  number       = {4},
  pages        = {346--370},
  publisher    = {Wiley-blackwell},
  title        = {PORTFOLIO ENTREPRENEURSHIP AND RESOURCE ORCHESTRATION},
  url          = {http://dx.doi.org/10.1002/sej.1227},
  volume       = {10},
  year         = {2016},
}

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