The Effectiveness of Alliances and Acquisitions: The Role of Resource Combination Activities

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The Effects of General and Specific Human Capital on Long–Term Growth and Failure of Newly Founded Businesses (2013, methodology): “Following Delmar and Wiklund, and Wiklund and Shepherd (2009), we developed a selection model in which industry, firm age, gender, family firm, growth at t1, and general and specific human capital were used as instrumental variables (see Table 3).”
Individual–Level Resources and New Business Activity: The Contingent Role of Institutional Context (2013, background): “…resourcefulness among entrepreneurs may help convince powerful incumbents to provide complementary resources (Hellmann, 2007; Stuart et al., 1999; Wiklund & Shepherd, 2009), but those resource combinations will be hampered when the primary motivation of incumbents is to protect the status quo…”
Revitalizing Entrepreneurship: The Search for New Research Opportunities (2011, unknown): “Many firms use alliances and acquisitions together as a way of managing resource gaps and to build complementarities with partners (Wiklund and Shepherd, 2009).”
The Resource‐Based View in Entrepreneurship: A Content‐Analytical Comparison of Researchers' and Entrepreneurs' Views (2016, background): “1984); (2) are more reliant on interorganizational relationships (Chua et al. 2011; Wiklund and Shepherd 2009); and (3) do not yet have established reputations (Fischer and Reuber 2007).”