How Do “Resource Bundles” Develop and Change in New Ventures? A Dynamic Model and Longitudinal Exploration

By Benyamin Lichtenstein, C. Brush. 2001

403 citations recorded by the source corpus.

Subfields: Accounting, Management of Technology and Innovation, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/2073af326424fd29a349ff7a900b4ef36f6adafb

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Citations in the corpus

The Impact of Relational Capital on the Success of New Business Start‐Ups (2011, background): “In the initial stages of company development , identifying and acquiring these resources becomes essential to guarantee good long-term results (Brush and Greene 1996; Katz and Gartner 1988; Lichtenstein and Brush 2001).”
Resources and Relationships in Entrepreneurship: An Exchange Theory of the Development and Effects of the Entrepreneur-Investor Relationship (2017, background): “Yet ambiguity abounds regarding which kinds of resources are most likely to accelerate new venture growth (e.g., Brush, Greene, & Hart, 2001; Greene & Brown, 1997; Lichtenstein & Brush, 2001).”
The Resource‐Based View in Entrepreneurship: A Content‐Analytical Comparison of Researchers' and Entrepreneurs' Views (2016, background): “Later, Lichtenstein and Brush (2001) tracked three ventures over a nearly one-year time frame and repeatedly asked which resources the ventures had been JOURNAL OF SMALL BUSINESS MANAGEMENT4 KELLERMANNS T AL.”
New Firm Growth: Exploring Processes and Paths (2006, neutral): “Although useful attempts have recently been made to apply resourcebased theory to new firms (Alvarez and Busenitz, 2001; Brush et al., 2001; Lichtenstein and Brush, 2001), the potential of Penrose’s original dynamic process approach to take into account feedback effects remains to be explored.”
Swinging a Double-Edged Sword: The Effect of Slack on Entrepreneurial Management and Growth (2011, background): “Further, resource-based approaches have conceptually highlighted the importance of combining and recombining current resources into unique bundles, which creates opportunities for firm growth (e.g., Lichtenstein and Brush, 2001).”
Small firm innovation performance and employee involvement (2014, neutral): “…Spender 1996; Conner and Prahalad 1996; Zander and Kogut 1995; Nahapiet and Ghoshal 1998). including human resource selection and management (Bergmann Lichtenstein and Brush 2001; Borch et al. 1999; Schuler and Jackson 1987), which in turn have an impact on the accumulation of knowledge and skills.”
Managing Firm Resources in Dynamic Environments to Create Value: Looking Inside the Black Box (2007, background): “Additionally, the processes involved in managing resources are affected by the environmental context in which the firm operates (Lichtenstein & Brush, 2001).”
The role of intellectual capital in the success of new ventures (2011, background): “If that evaluation is performed effectively, it may lead to the firm achieving significant competitive advantages and even increase its chances of survival (Chandler and Hanks 1994; Brush et al. 1997; Katz and Gartner 1988; Hart et al. 1995; Lichtenstein and Brush 2001; Edelman et al. 2005) in its e”
Creating Value through Offshore Outsourcing: An Integrative Framework (2013, neutral): “The processes involved in managing resources depend on the environmental context in which a firm operates (Lichtenstein and Brush, 2001).”
From resource base to dynamic capabilities: An investigation of new firms (2009, neutral): “…measuring resources and capabilities have previously been espoused (e.g., Dierickx and Cool, 1989), the methodological demands for effectively capturing the temporal dynamism at the firm-level have prevented many from employing this approach in their research (e.g., Lichtenstein and Brush, 2001).”
Identification of domains for a new conceptual model of strategic entrepreneurship using the configuration approach (2011, background): “The kind of resources required for a firm depends on the environment: a fast-growing firm in a dynamic environment characteristically needs intangible resources (especially the entrepreneur’s human resources), while a moderately growing firm in a stable environment usually needs concrete tangible re”
Social capital in the growth of science-and-technology-based SMEs (2008, background): “…an evaluation of the resources and capabilities required to transform the innovation into a feasible business concept (Brush, Greene, & Hart, 2001; Lichtenstein & Brush, 2001; Robson & Bennet, 2000), and the selling of the business idea to potential stakeholders (Balachandra & Friar, 1999;…”