Making wine and making successful wineries.pdf

Second the measurements of success in efforts to grow

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practitioners with incomplete insights. Second, the measurements of success in efforts to grow new ventures should go beyond the obvious visible metrics, such as number of new customers or sales revenue generation. The accumulation of initial sets of resources may instrumentally lead to the ability to develop higher-level resources that in turn enhance the long-term prospects of the new venture ( Ambrosini and Bowman, 2009 ). Thus, founders and investors should discover methods for assessing their developing resource bases as evidence of progress in new venture development. References Ahuja, G. and Katila, R. (2004), “Where do resources come from? The role of idiosyncratic situations”, Strategic Management Journal , Vol. 25 Nos 8/9, pp. 887-907. Alvarez, S.A. and Busenitz, L.W. (2001), “The entrepreneurship of resource-based theory”, Journal of Management , Vol. 27, pp. 755-775. 141 Making wine and making successful wineries Downloaded by Walden University At 08:05 13 November 2018 (PT)
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Ambrosini, V. and Bowman, C. (2009), “What are dynamic capabilities and are they a useful construct in strategic management?”, International Journal of Management Reviews , Vol. 11 No. 6, pp. 29-49. Ambrosini, V., Bowman, C. and Collier, N. (2009), “Dynamic capabilities: an exploration of how firms renew their resource base”, British Journal of Management , Vol. 20, pp. S9-S24. Andersen, J. (2011), “Strategic resources and firm performance”, Management Decision , Vol. 49 No. 1, pp. 87-98. Audretsch, D.B. and Feldman, M.P. (1996), “Innovative clusters and the industry life cycle”, Review of Industrial Organization , Vol. 11 No. 2, pp. 253-273. Barney, J.B. (1991), “Firm resources and sustained competitive advantage”, Journal of Management , Vol. 17 No. 1, pp. 99-120. Barney, J.B., Ketchen, D.J. and Wright, M. (2011), “The future of resource-based theory: revitalization or decline?”, Journal of Management , Vol. 37 No. 5, pp. 1299-1315. Brush, C.G., Greene, P.G. and Hart, M.M. (2001), “From initial idea to unique advantage: the entrepreneurial challenge of constructing a resource base”, Academy of Management Executive , Vol. 15 No. 1, pp. 64-78. Busenitz, L., West, G.P., III, Shepherd, D.A., Nelson, T., Chandler, G.N. and Zacharakis, A.L. (2003), “Entrepreneurship research in emergence: fifteen years of entrepreneurship research in management journals”, Journal of Management , Vol. 29 No. 3, pp. 285-308. Castrogiovanni, G.J. (1996), “Pre-startup planning and the survival of new small businesses: theoretical lnkages”, Journal of Management , Vol. 22 No. 6, pp. 801-822. Covin, J.G. and Slevin, D.P. (1997), “High growth transitions: theoretical perspectives”, in Sexton, D.L. and Smilor, R.W. (Eds), Entrepreneurship 2000 , Upstart Publishing, Chicago, IL, pp. 99-126. Davidsson, P. and Honig, B. (2003), “The role of social and human capital among nascent entrepreneurs”, Journal of Business Venturing , Vol. 18 No. 3, pp. 301-331. Demil, B. and Lecocq, X. (2010), “Business model evolution: in search of dynamic consistency”, Long Range Planning , Vol. 43 Nos 2/3, pp. 227-246. Dierickx, I. and Cool, K. (1989), “Asset stock accumulation and sustainability of competitive advantage”, Management Science , Vol. 35, pp. 1504-1511.
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