The Entrepreneurship of Resource Opportunity (original) (raw)
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A Brief Review of Opportunity Recognition in Entrepreneurship Research
Entrepreneurship is multidimensional in nature. The purpose of this paper was to gather and summarize the plethora of research on opportunity recognition and revealed the constructs specific to entrepreneurial opportunity recognition along with its antecedents and consequences. The study was based on the literature review of entrepreneurial opportunity recognition with emphasis on the leading prominent literature from authentic and well-reputed journals. This study employed the strategy majorly based upon empirical data over the last two decades i.e. 2000-2020. This review indicated that the field is empirically underdeveloped and numerous inconsistencies are existent in research conclusions. The study summarized the phenomenon of opportunity recognition which is referred to as the self-defined field of research. Moreover, the study suggested future research directions to recognize and exploit the business opportunities.
Entrepreneurship in the Context of the Resource-Based View of The Firm
Palgrave, 2011
Abstract: This chapter discusses entrepreneurship in the context of the RBV. What does the RBV have to say that the study of entrepreneurship may usefully draw on? And, conversely, how can entrepreneurship research further the RBV? I begin by sketching the RBV. I then discuss the relation between the RBV and entrepreneurship research, before I characterize a new research stream that has emerged over the last decade or so in the intersection of the RBV and entrepreneurship research, namely “strategic entrepreneurship.”
A resource-based view on entrepreneurship and innovation
International Journal of Entrepreneurship and Innovation Management, 2010
This research study addresses an important research issue to search for an empirically based model or framework that captures the most important driving factors of entrepreneurial performance. This study develops an empirical model that identifies critical entrepreneurial resources and capabilities, spanning from opportunity recognition to organising these resources and creating heterogeneous outputs that result in superior firm performance. This model integrates and supports previous corporate entrepreneurship theories and frameworks. Contrary to the general assertion in the entrepreneurship research domain, entrepreneurial orientation alone cannot sufficiently guarantee superior firm performance. It needs to be accompanied with other important driving factors that are identified in this study. The results also provide empirical evidence to support the resource-based view and the dynamic capabilities approach.
Frontiers of Entrepreneurship Research, 2009
We examined 19 years of conceptual and operational definitions of entrepreneurial opportunity and opportunity-related processes (recognition, discovery, etc.). We found 56 articles in 6 entrepreneurship-focused publications, with 23 conceptual and 6 operational definitions of opportunity as well as 25 conceptual and 24 operational definitions of opportunity-related processes. Among those definitions, we identified 25 distinct definitional elements and 12 operational elements of opportunity as well as 48 definitional elements ...
International Review of Management and Marketing, 2017
The purpose of this paper is to expand upon existing entrepreneurial opportunity recognition model (EORM) that builds on the existing theoretical literature, utilises the Dubin’s theory-building framework. It identifies entrepreneurial awareness and viable business plan as the determinant of entrepreneurial success within the process opportunity recognition (OR) and exploitation. Entrepreneurial awareness is the central component of OR process. Entrepreneurial awareness and viable business plan, are the basic condition for the success of the OR and exploitation process which in turn yielding a successful entrepreneurial outcome. A proposed conceptual model, a set of propositions, and suggestions for further research are provided.
Defragmenting Definitions of Entrepreneurial Opportunity
We examined 19-years worth of definitions of entrepreneurial opportunity and opportunity-related processes. We found 56 articles in six entrepreneurship-focused publications, with a total of 49 conceptual definitions and 32 operational definitions. Among those definitions, we identified 25 distinct conceptual and 12 operational elements of opportunity plus 48 definitional and 39 operational elements of opportunity-related processes. We found considerable fragmentation across conceptual and operational elements. However, based on commonalities among conceptual definitions, we developed six composite conceptual definitions of opportunity and eight composite conceptual definitions of opportunity-related processes, which we hope will help reduce the fragmentation of the entrepreneurial opportunity literature.
The entrepreneurship of resource-based theory
Journal of Management, 2001
In a Resource-based view, discerning appropriate inputs is ultimately a matter of entrepreneurial vision and intuition, the creative act underlying such vision is a subject that so far has not been a central focus of resource-based theory development" (Conner, 1991, p. 121).