From resource base to dynamic capabilities: An investigation of new firms

By A. McKelvie, Per Davidsson. 2009

429 citations recorded by the source corpus.

Subfields: Economics and Econometrics, Management of Technology and Innovation, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/01319f8a71b5ef1ef44099c01f58a6b0ffebd0e3

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In Economics and Econometrics

In Management of Technology and Innovation

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Citations in the corpus

The Essence of Dynamic Capabilities and their Measurement (2018, background): “(2015), Malik and Kotabe (2009), Marcus and Anderson (2006), McKelvie and Davidsson (2009), Schilke and Goerzen (2010), Slater et al .”
Advancing Firm Growth Research: A Focus on Growth Mode Instead of Growth Rate (2010, background): “Lichtenstein and Brush (2001) examine the temporal changes that take place when building a resource base and McKelvie and Davidsson (2009) find, in a 3-year time-lagged study, that the later-stage resource bases have much higher explanatory power for innovation than earlier measures.”
Supplying large firms: The role of entrepreneurial and dynamic capabilities in small businesses (2012, background): “Firms can have a range of dynamic capabilities such as ‘idea generation capabilities, market disruptiveness capabilities, new product development capabilities or new process capabilities’ (McKelvie and Davidsson, 2009: S65).”
Hyper-Growth of SMEs: Toward a Reconciliation of Entrepreneurial Orientation and Strategic Resources (2012, neutral): “, 2003), and dynamic capabilities (McKelvie and Davidsson, 2009).”
The Architecture of Dynamic Capability Research Identifying the Building Blocks of a Configurational Approach (2016, neutral): “…Theoretical discussion Discussion of strategizing as capture of resource complementarities, activities reconfiguration and reconfiguration of routines McKelvie & Davidsson (2009) Quantitative Hierarchical regressions Analysis of how dynamic capability development is affected by access to…”
Creating dynamic capabilities to increase customer value (2011, background): “We will carry out an in-depth study of the relationship between the three capabilities, will provide further theoretical justification and will posit that this relationship contributes to increased customer value.”
Processes, antecedents and outcomes of dynamic capabilities (2014, background): “First of all, resource endowments influence DC development, and different types of resources carry different implications (McKelvie & Davidsson, 2009; Pan, Pan, & Hsieh, 2006).”
Entrepreneurship and dynamic capabilities: how firm age and size affect the ‘capability enhancement–SME performance’ relationship (2012, background): “, risk-taking) on choosing a DC to enhance adaptability (Lichtenthaler 2009; Rothaermal and Hess 2007); firm resources—to control for how comfortably a firm could afford to build and maintain a DC (McKelvie and Davidsson 2009; Pavlou and El Sawy 2011); industry hostility and industry Footnote 9 cont”