How do threshold firms sustain corporate entrepreneurship? The role of boards and absorptive capacity

By Shaker A. Zahra, Igor Filatotchev, Mike Wright. 2009

396 citations recorded by the source corpus.

Subfields: Accounting, Management of Technology and Innovation, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/310c82e8b3a80e6f9598f26dbc5a8d9c511123bf

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Citations in the corpus

30 Years after Bayh-Dole: Reassessing Academic Entrepreneurship (2011, neutral): “competitive advantage for the spin-off (Bercovitz and Feldman, 2011; Zahra et al., 2009).”
What do we know about entrepreneurial finance and its relationship with growth? (2015, background): “But while growing firms may need finance to facilitate growth, they may also require fund providers and associated boards with different expertise to help unlock barriers to growth at different phases in the growth life-cycle (Zahra et al., 2009).”
Knowledge Internalization and Product Development in Family Firms: When Relational and Affective Factors Matter (2016, methodology): “, we reviewed existing literature and put together a list of items reflecting the theoretical definition and meaning of the construct (e.g., Cohen & Levinthal, 1990; Kale & Singh; Lee, 2001; Nonaka, 1994; Tiwana, 2008; Tiwana & McLean, 2005; Van den Bosch et al., 1999; Zahra et al., 2009).”
Impact of Entrepreneurial Orientation on Innovation Capability: The Mediating Role of Absorptive Capability and Organizational Learning Capabilities (2021, background): “Zahra, Filatotchev [49], for example, viewed AC as the critical determinant that improves the capacity to explore and exploit new opportunities.”
Academic entrepreneurship, technology transfer and society: where next? (2014, background): “For example, Zahra et al. (2009) focus on the need to develop boards that can monitor and also add value at different phases in a venture’s development.”
Equity Crowdfunding and Governance: Toward an Integrative Model and Research Agenda (2019, positive): “While much of governance research has focused on public firms (Hart, 1995; Shleifer and Vishny, 1997), more recently, private firms, including family firms and entrepreneurial start-ups have also gained increasing attention (Audretsch and Lehmann, 2004; Filatotchev and Wright, 2005; Schulze et al., ”
Contextualization and the advancement of entrepreneurship research (2014, background): “For example, at different phases the board may need to focus more on assisting entrepreneurs with their strategy development, while at other times the focus needs to be on ensuring accountability to stakeholders (Zahra et al., 2009).”
Resource Orchestration to Create Competitive Advantage (2011, background): “This process may require the establishment of alliances early in the start-up’s existence in order to acquire critical resources, potentially by leveraging advisors or board of directors to aid in efforts to acquire critical resources (Zahra et al., 2009).”
It’s about Time! CEOs’ Temporal Dispositions, Temporal Leadership, and Corporate Entrepreneurship (2017, background): “…unique positions at the apex of their organizations and control core and complementary assets essential to corporate entrepreneurship (Dess et al., 2003; Zahra, Filatotchev, and Wright, 2009), and thus they shoulder significant responsibility for promoting it (Ireland, Covin, and Kuratko, 2009).”