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Cited by 357

The DOI matches its Crossref record; 11 of the 11 references it cites were found in a registry or an index.

Corporate Entrepreneurship Activities through Strategic Alliances: A Resource‐Based Approach toward Competitive Advantage*

Teng, Bing‐Sheng·2007·Journal of Management Studies
DOI 10.1111/j.1467-6486.2006.00645.x
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Abstract

abstract Corporate entrepreneurship (CE) activities may significantly benefit from interfirm strategic alliances, although such benefits have not been sufficiently examined in the literature. In this paper, a resource‐based framework is presented to examine how strategic alliances offer entrepreneurial firms needed resources that may not otherwise be available. We argue that CE activities are likely to lead to resource gaps. We compare various options to fill resource gaps, and identify the pros and cons of the alliance approach. We then discuss the resource conditions that provide competitive advantage for a firm, if alliances are properly used to help implement CE. Finally, we examine how different types of alliance (e.g. joint ventures, R&D alliances, and learning alliances) facilitate various CE activities, including innovation, corporate venturing, and strategic renewal.

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Metadata

Authors
Teng, B.
Venue
Journal of Management Studies
Publisher
Wiley
Published
2006-08-24
Volume
44
Issue
1
Pages
119-142
ISSN
  • 0022-2380 (ISSN-L)
  • 1467-6486
DOI
10.1111/j.1467-6486.2006.00645.x
OpenAlex
W2090187272
Cited by
357
References
11
FWCI
35.70
Type
journal article
Language
en
Open access
closed

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Data sources

Bibliographic data: Semantic Scholar, OpenAlex, Crossref.

Contains information from the Semantic Scholar Academic Graph Datasets, made available under the ODC Attribution License (ODC-BY 1.0).

Semantic Scholar’s data is described in: Kinney, R., et al. (2023). The Semantic Scholar Open Data Platform. arXiv:2301.10140.