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retrun to topNew article forthcoming in the Journal of Small Business Management

posted on Feb 26 2013

New Article Forthcoming in the Journal of Small Business Management:


The resource-based view in entrepreneurship: A content-analytical comparison of researchers’ and entrepreneurs’ views


Franz W. Kellermanns*, Jorge Walter**, T. Russel Crook*, Benedict Kemmerer***, & V. K. Narayanan****

* University of Tennessee, ** The George Washington University, *** Strategic Marketing, Consumer Products Division (CPM-SM), BSH Bosch und Siemens Hausgeräte GmbH , **** Drexel University


The resource-based view (RBV) is one of the most influential perspectives in the organizational sciences. Although entrepreneurship researchers are increasingly leveraging the RBV’s tenets, it emerged in strategic management. Despite some important similarities between entrepreneurship and strategic management, there are also important differences, raising questions as to whether and to what extent the RBV needs to be adapted for the entrepreneurship field. As a first step towards answering these questions, this study focuses on resources as the fundamental building block of the RBV and presents a content-analytical comparison of researchers’ and practicing entrepreneurs’ resource conceptualizations to derive similarities and differences between established theory and entrepreneurial practice. We find that although the two conceptualizations exhibit some overlap, there are also important differences in the emphasis on different dimensions of resources and ownership requirements, as well as in the understanding of how those resources shape outcomes. These results suggest important contextual conditions when applying the RBV’s tenets within the field of entrepreneurship.


Keywords: Strategic consensus, strategic alignment, organizational performance


For a copy of this article, please contact me directly.


retrun to topNew article forthcoming in Strategic Organization

posted on Feb 09 2013

New Article Forthcoming in Strategic Organization:


Strategic alignment: A missing link in the relationship between strategic consensus and organizational performance


Jorge Walter*, Franz W. Kellermanns**, Steven W. Floyd***, John F. Veiga****, & Curtis Matherne*****

* The George Washington University, ** University of Tennessee, **** University of Massachusetts--Amherst, **** University of Connecticut, ***** University of Louisiana Lafayette


Despite the increasing sophistication of the literature on strategic consensus and the compelling arguments linking it to organizational performance, empirical research has produced mixed findings. To address this conundrum, we examine the contingent role of strategic alignment—i.e., to what extent decision makers place importance on strategic priorities that are responsive to, or fit, the demands of the external environment faced by the organization—as a salient missing link. Our findings from a sample of 349 university faculty members in 63 academic departments suggest that the consensus-performance relationship is stronger for lower levels of strategic alignment, whereas at higher levels of alignment, consensus appears to have little effect. Our discussion traces implications of these findings for existing theory and future research.


Keywords: Strategic consensus, strategic alignment, organizational performance


For a copy of this article, please contact me directly.