From initial idea to unique advantage: the entrepreneurial challenge of constructing a resource base

By C. Brush, P. Greene, M. Hart. IEEE Engineering Management Review, 2001

1,043 citations recorded by the source corpus.

Subfields: Artificial Intelligence, Management of Technology and Innovation

View Paper: https://www.semanticscholar.org/paper/88cb3b01ea4eefe28ca4ceec3027b6d1077a95f8

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Citations in the corpus

Making sense of entrepreneurial exit strategies: A typology and test (2015, background): “Research indicates that teams are significantly more likely to create growth ventures than individual entrepreneurs (Brush et al., 2001; Feeser and Willard, 1990; Friar and Meyer, 2003; Utterback et al., 1988).”
New Firm Growth: Exploring Processes and Paths (2006, neutral): “, 2001 ; Lichtenstein and Brush, 2001 ), the potential of Penrose's original dynamic process approach to take into account feedback effects remains to be explored.”
Network development and firm growth: A resource-based study of B2B Born Globals (2013, neutral): “…types of resources BGs seek externally are those intended to alleviate shortages within the firm (e.g. Partanen et al., 2008), including financing (Kazanjian, 1988), organizational resources (Coviello & Cox, 2006), or physical assets like, machinery, office space, trucks, etc. (Brush et al., 2001).”
The interplay of human and social capital in shaping entrepreneurial performance: the case of Vietnam (2012, neutral): “Not only does human capital help owners to plan for future goals and acquire other resources such as financial and physical capital (Brush et al. 2001), but also facilitates the acquisition of new knowledge and skills (Barney 1995; Cohen and Levinthal 1990).”
The resource dynamics of international new venture networks (2007, methodology): “The emphasis on these somewhat intangible resources is consistent with the findings of Bergmann Liechtenstein and Brush (2001) and Brush et al. (2001) .”
The significance of sustained entrepreneurial orientation on performance of firms – A longitudinal analysis (2007, background): “2.2 Resources and performance Empirical research supports the proposition that the effects on EO vary across resources internal to the firm (Wiklund 1999, Brush et al. 2001, Wiklund and Shepherd 2005).”
The Impact of Knowledge Resources on New Venture Performance (2009, background): “This is largely because the resource needs of each new venture are idiosyncratic (Lichtenstein and Brush 2001), even when they are started up in the same geographic location by the same founders (Brush, Greene, and Hart 2001).”
The influence of human capital factors and context on women's entrepreneurship: Which matters more? (2017, background): “Human capital resources, such as education, experience, attitudes, beliefs and perceptions, are the most important resources a nascent entrepreneur brings to an emerging venture (Becker, 1964; Brush et al., 2001).”
Gender Dynamics in Crowdfunding (Kickstarter): Evidence on Entrepreneurs, Investors, Deals and Taste-Based Discrimination (2016, neutral): “…experience problems in terms of their relationships with lenders (Fabowale et al., 1995; Lee and Denslow, 2004; Carter et al., 2007, Chaganti et al., 1995; Alsos et al., 2006; Becker-Blease and Sohl, 2007; Greene et al., 2001; Brush et al., 2001, 2002; Menzies et al., 2004; Gatewood et al., 2009).”
Women entrepreneurs who break through to equity financing: The influence of human, social and financial capital (2003, background): “assets and facilities), organizational capital and financial capital (Brush et al. 2001). The broad question driving this study is whether higher levels of human and social capital are associated with particular financial strategies women use for securing equity capital? Specifically, the human and ”
The pervasive effects of family on entrepreneurship: toward a family embeddedness perspective (2003, background): “Much research on the resource mobilization process also reflects a social embeddedness approach, emphasizing the importance of founders’ social ties in constructing a firm’s base of financial, physical, human, and other resources (see Brush et al., 2001 for a review).”