Mitigating the limited scalability of bootstrapping through strategic alliances to enhance new venture growth/ created by Pankaj C. Patel, James O. Fiet and Jeffrey E. Sohl
Material type:
- text
- unmediated
- volume
- 02662426
- HD2341.167
Item type | Current library | Call number | Status | Notes | Date due | Barcode | |
---|---|---|---|---|---|---|---|
![]() |
Main Library - Special Collections | HD2341.167 INT (Browse shelf(Opens below)) | Not for loan | For in house use only |
Browsing Main Library shelves, Shelving location: - Special Collections Close shelf browser (Hides shelf browser)
Although the benefits of bootstrapping are widely known, decreasing returns to venture growth from this strategy are less understood; falls in returns. Decreasing returns may result from limited scalability and increased costs resulting from reduced legitimacy among stakeholders. Using a sample of high-technology firms, this article tests the non-linear relationship between bootstrapping and venture growth and the moderating effects of alliances on this non-linear relationship. We find that bootstrapping has an inverted-U relationship with venture growth; however, alliance diversity enhances the positive effects of bootstrapping while mitigating its negative effects on venture growth.
There are no comments on this title.