Contribución del Enfoque de Recursos y Capacidades y la Orientación Emprendedora en el Crecimiento de las Pequeñas Empresas

##plugins.themes.bootstrap3.article.main##

##plugins.themes.bootstrap3.article.sidebar##

Publicado 18-09-2018
João J. Ferreira Susana Garrido Azevedo Rubén Fernández Ortiz

Resumen

Objetivos:
Esta investigación, proporciona un marco útil para la identificación de la propensión de las pequeñas empresas a tomar una orientación emprendedora. Examinamos el impacto de la orientación emprendedora como principal recurso y capacidad del crecimiento de las pequeñas empresas.

Trabajos previos:
El crecimiento parece revelarse como una importante explicación de la orientación emprendedora de las pequeñas empresas (Davidsson, 1989; Green and Brown, 1997; Janney and Gregory, 2006). Así, esta investigación se basa en investigaciones conceptuales previas que sugieren una integración positiva entre la orientación emprendedora y el enfoque de recursos y capacidades.

Enfoque:
En primer lugar, la investigación se centrará en la revisión de la literatura emergente en la medida en que la orientación emprendedora es aplicada al crecimiento enfocado en las pequeñas empresas y el enfoque de recursos y capacidades de la empresa. En segundo lugar, se ha desarrollado un estudio empírico basado en una muestra estratificada de pequeñas empresas de la industria manufacturera. Los datos fueron sometidos a técnicas estadísticas multivariantes y se desarrolló un modelo de regresión lineal con el objetivo de predecir la influencia de los recursos y capacidades en el crecimiento de las pequeñas empresas. Para ello, consideramos el constructor crecimiento como variable dependiente y las variables relacionadas con los recursos y capacidades (recursos del empresario, recursos de la empresa, network y OE) como variables independientes.

Resultados:
Los resultados de la investigación, sugieren un conjunto de recursos y capacidades que fomentan el crecimiento de las pequeñas empresas. Además, la OE parece tener un valor predictivo en el crecimiento. Las variables explicativas relacionadas con los recursos y capacidades y la OE fueron identificadas como esenciales en el crecimiento de las pequeñas empresas. Todavía era posible concluir que las empresas emprendedoras que crecieron, parecen tener recursos, desarrollar más capacidades y tomar una ventaja en la búsqueda de esas competencias. Esta actitud se refleja en la OE de la empresa.

Implicaciones:
Este estudio tiene importantes implicaciones para investigadores y profesionales. Éste pone de relieve la necesidad de las empresas de desarrollar una mayor OE por todos sus miembros junto con la inversión en mejores recursos y consecuentemente mayores capacidades como una forma de alcanzar mayores niveles de crecimiento.

Valor:
Mientras autores anteriores han tratado de analizar ciertos aspectos de este proceso (relación entre orientación empresarial y crecimiento), esta investigación desarrolla un marco que combina estos y otros factores (enfoque de recursos y capacidades) relacionados con el crecimiento de pequeñas empresas. Los resultados muestran la necesidad de identificar variables explicativas de diversos niveles para explicar el crecimiento de las pequeñas empresas. La adopción de una orientación empresarial como variable indispensable para el crecimiento de las pequeñas empresas, parece ser adecuada.

Cómo citar

Ferreira, J. J., Garrido Azevedo, S., & Fernández Ortiz, R. (2018). Contribución del Enfoque de Recursos y Capacidades y la Orientación Emprendedora en el Crecimiento de las Pequeñas Empresas. Cuadernos De Gestión, 11(1), 95–116. https://doi.org/10.5295/cdg.100185jf
Abstract 79 | PDF (English) Downloads 856

##plugins.themes.bootstrap3.article.details##

Keywords

Enfoque de Recursos y Capacidades, Orientación emprendedora, Crecimiento de Pequeñas Empresas

References
ALIOUAT, B. and MASCLEF, O. (1999): “The competitiveness of networked entrepreneurship: what kinds of corporate governance for technological strategic alliances between small-sized firms?”, 44th ICSB World Conference, Italy.
AMIT, R. and SCHOEMAKER, P. (1993): “Strategic assets and organizational rent”, Strategic Management Journal, Vol. 14, pp. 33-46.
ANDREWS, K. (1971): “The Concept of Corporate Strategy”, Homewood, Irwin.
ANSOFF, I. (1965): “Corporate Strategy”, New York, McGraw-Hill.
AVLONITIS, G. and SLAVOU, H. (2007): “Entrepreneurial orientation of SMEs, product innovativeness, and performance”, Journal of Business Research, Vol. 60, pp. 566-575.
BARNEY, J. (1991): “Firm resources and sustained competitive advantage”, Journal of Management, Vol. 17, pp. 99-120.
BARNEY, J. (1986): “Strategic factor markets: expectations luck and business strategy”, Management Science, Vol. 42, pp. 1231-1241.
BEARD, J. and SUMNER, M. (2004): “Seeking strategic advantage in the post-net era: viewing ERP systems from the resources-based perspective”, Journal of Strategic Information Systems, Vol. 13, pp. 129-150.
BIRLEY, S., CROMIE, S. and MYERS, A. (1991): “Entrepreneurial networks: their emergence in Ireland and Overseas”, International Small Business Journal, Vol. 9, No. 4, pp. 56-74.
BOGAERT, I., MAERTENS, R. and VAN CAUWENBERGH, A. (1994): “Strategy as a situational Puzzle: the first of components, in HAMEL, G. AND HEENE, A. (1994): “CompetenceBased Competition”, John Wiley, Chichester.
BROWN, T. (1996): “Resources orientation, entrepreneurial orientation and growth: how the perception of resources availability affects small firm growth”, Rutgers University, Newark, NJ.
BRYMAN, A. and CRAMER, D. (1992): “Análise de Dados em Ciências Sociais”, Celta Editora, Portugal.
CARUANA, A., MORRIS, M. and VELLA, A. (1998): “The effect of centralization and formalization on entrepreneurship in export firms”, Journal of Small Business Management, Vol. 15, pp. 322-332.
CHANDLER, G. and HANKS, S. (1994): “Market attractiveness resource-based capabilities, venture strategies and venture performance”, Journal of Business Venturing, Vol. 9, pp. 331-349.
CHOW, I. (2006): “The relationship between entrepreneurial orientation and firm performance in China”, S.A.M. Advanced Management Journal, Vol. 71, No. 3, pp. 11-20.
COVIN, J. G. and SLEVIN, D. P. (1991): “A conceptual model of entrepreneurship as firm behaviour”, Entrepreneurship Theory and Practice, Fall, pp. 7-25.
COVIN, J. G. and SLEVIN, D. P. (1989): “Empirical relationship among strategic posture environmental context variables, and new venture performance”, Frontiers Entrepreneurship Research, Wellesley, MA, pp. 124-133.
DAVIDSSON, P. (1989): “Continued Entrepreneurship and Small Firm Growth”, Stockholm School of Economics, Stockholm.
DAVIDSSON, P. and DELMAR, F. (1999): “Hunting for new employment: the role of high growth firms”, RENT XII Conference, London.
DAY, G. (1994): “The capabilities of market-driven organizations”, Journal of Marketing, Vol. 58, No. 4, pp. 37-52.
DAY, G. and WENSLEY, R. (1988): “Assessing advantage: a framework for diagnosing competitive superiority”, Journal of Marketing, Vol. 52, pp. 17-32.
FALEMO, B. (1989): “The firm’s external persons: entrepreneurs or network actors?”, Entrepreneurship and Regional Development, Vol. 1, pp. 167-177.
FINNEY, R., CAMPELL, N. and POWELL, C. (2005): “Strategies and resources: pathways to success?”, Journal of Business Research, Vol. 58, pp. 1721-1729.
FISCHER, E. and REUBER, E. (2003): “Support for rapid-growth firms: a comparison of the views of founders, government policymakers, and private sector resource providers”, Journal of Small Business Management, Vol. 41, No. 4, pp. 346-365.
GARNSEY, E., STAM, E. and HEFFERNAN, P. (2006): “New firm growth: exploring processes and paths”, Industry and Innovation, Vol. 13, No. 1, pp. 1-20.
GIMENEZ, F. P. (1999): “Miles and Snow’s strategy model in the context of small firms”, 44th ICSB World Conference, Italy.
GORDON, J., LEE, P. and LUCAS, H. (2005): “A resource-based view of competitive advantage at the Port of Singapore”, Journal of Strategic Management Systems, Vol. 14, pp. 69-86.
GRANSTRAND, O., PATEL, P. and PAVITT, K. (1997): “Multi-technology corporations: Why they have distributed rather than distinctive core competencies”, California Management Review, Vol. 39, No. 4, pp. 8-25.
GRANT, R. M. (1991): “The Resources-Based Theory of competitive advantage: implications for strategy formulation”, California Management Review, Spring, pp. 114-135.
GREENE, P. and BROWN, T. E. (1997): “Resources needs and the dynamic capitalism typology”, Journal of Business Venturing, Vol. 12, pp. 161-173.
GREENE, P., BRUSH, C. and BROWN, T. (1997): “Resources in small firms: an exploratory study”, Journal of Small Business Strategy, Vol. 8, No. 2, pp. 25-40.
HAIR, J. F., ANDERSON, R. E., TATHAM, R. L. and BALCK, W. C. (1998): “Multivariate data analysis”, Prentice Hall, New Jersey.
HALL, R. (1992): “The strategic analysis of intangible resources”, Strategic Management Journal, Vol. 13, No. 1, pp. 135-144.
HAMBRICK, D. C. (1983): “High profit strategies in mature capital goods industries: a contingency approach”, Academy of Management Journal, Vol. 26, No. 4, pp. 687-707.
HARPER, D. A. (1996): “Entrepreneurship and the Market Process: An enquiry into the growth of knowledge”, Routledge, London.
HITT, M. and IRELAND, D. (1986): “Relationships among corporate level distinctive competencies, diversification strategy, corporate strategy and performance”, Journal of Management Studies, Vol. 23, pp. 401-416.
HITT, M., IRLAND, R. and HOSKISSON, R. (2003): “Strategic Management: Competitiveness and Globalisation”, South-Western, Cincinnati, OH.
HOFER, C. and SCHENDEL, D. (1978): “Strategy and formulation: Analytical concepts”, St Paul, MN.
ITAMI, H. (1987): “Mobilizing Invisible Assets”, Harvard University Press, Boston, MA.
JACOBSEN, R. (1988): “The persistence of abnormal returns”, Strategic Management Journal, Vol.9, pp. 41-58.
JANEY, J.J. and DESS, G. (2006): “When entrepreneurs bundle resources: toward an integration of entrepreneurial-orientation and the resource-based view of the firm”, Current Topics in Management, New Brunswick, USA, M. Afzalur Rahum, Vol. 11, pp. 157-173.
JOHANISSON, B. (1990): “Building an entrepreneurial career in a mixed economy: need for social and business ties in personal networks”, Academy of Management Annual Meeting, San Francisco.
LEARNED, E., CHRISTENSE, C., ANDREWS, K. and GUTH, W. (1969): “Business Policy”, Homewood, IL, Irwin.
LEONARD-BARTON, D. (1992): “Core capabilities and core rigidities: a paradox in managing new product development”, Strategic Management Journal, Vol. 13, pp. 111-125.
LIPPMAN, S. and RUMELT, R. (1982): “Uncertain imitability: an analysis of interfirm differences in efficiency under competition”, Bell Journal of Economics, Vol. 13, pp. 418-438.
LUMPKIN, G. T. and DESS, G. G. (1996): “Clarifying the entrepreneurial orientation construct and linking it to performance”, Academy of Management Review, Vol. 21, No. 1, pp. 135-172.
MAHONEY, J. and PANDIAN, J. (1992): “The Resource-Based View within the conversation of strategic management”, Strategic Management Journal, Vol. 33, pp. 363-380.
MCCLELLAND, D. C. (1961): “The Achieving Society”, Princeton, New Jersey, D. Van Norstrand Co, Inc.
MCKELVEY, B. (1997): “Quasi-natural organization science”, Organization Science, Vol. 8, No. 4, pp. 352-380.
MERZ, G. R., WEBER, P. B., and LAETZ, V. B. (1994): “Linking small business management with entrepreneurial growth”, Journal of Small Business Management, Vol. 32, No. 3, pp. 48-60.
MILES, R. and SNOW, C. (1978): “Organizational Strategy, Structure and Process”, New York, McGraw-Hill.
MILLER, D. (1987): “Strategy making and structure: analysis and implications for performance”, Academy of Management Journal, Vol. 30, No. 1, pp. 7-32.
MILLER, D. (1983): “The correlates of entrepreneurship in three types of firms”, Management Science, Vol. 29, No. 7, pp. 770-791.
MILLER, D. and FRIESEN, P. (1984): “A Longitudinal study of the corporate life cycle”, Management Science, Vol. 30, No. 10, pp. 1161-1183.
MILLER, D. and FRIESEN, P. (1982): “Innovation in conservative and entrepreneurial firms: Two models of strategic momentum”, Strategic Management Journal, Vol. 3, pp. 1-25.
MILLER, D. and SHAMSIE, J. (1996): “The Resources-Based View of The firm in two environments: the Hollywood film studios from 1936 to 1965”, Academy of Management Journal, Vol. 39, No. 3, pp. 519-543.
MINER, J. B. (1990): “Entrepreneurs, high growth entrepreneurs and managers: contrasting and overlapping motivational patterns”, Journal of Business Venturing, Vol. 5, No. 4, pp. 221-234.
MINER, J. B., SMITH, N. R. and BRACKER, J. S. (1994): “Role of entrepreneurial task motivation in the growth of technologically innovative firms: interpretation from follow-up data”, Journal of Applied Psychology, Vol. 79, No. 4, pp. 627-630.
MINTZBERG, H. (1973): “Strategy-making in three modes”, California Management Review, Vol. 2, pp. 44-53.
MOPE, 2001, Estudo e Falências – Dados Comparativos de 2001 vs 2000. Departamento de Marketing e Comunicações do Grupo MOPE, Portugal.
MOSTAFA, R., WHEELER, C. and JONES, M. (2006): “Entrepreneurial orientation, commitment to the Internet and export performance in small and medium sized exporting firms”, Journal of International Entrepreneurship, Vol. 3, pp. 291-302.
NALDI, L., NORDQVIST, M., SJÖBERG, K. and WIKLUND, J. (2007): “Entrepreneurial orientation, risk taking, and performance in family firms”, Family business Review, Vol. 20, No. 1, pp. 33–47.
NELSON, R. (1991): “Why do firms differ and how does it matter?”, Strategic Management Journal, Vol. 14, No. 3, pp. 179-192.
PAVITT, K. (1991): “Key characteristics of the large innovating firm”, British Journal of Management, Vol. 2, pp. 41-50.
PENROSE, E. (1959): “The Theory of the Growth of the Firm”, Oxford, Basil Blackwell.
PESTANA, M. H. and GAGEIRO, J. N. (2000): “Análise de dados para ciências sociais: Uma complementariedade do SPSS”, Edições Sílabo, Lisbon, Portugal.
PETERAF, M. (1993): “The cornerstone of competitive advantage: A Resource-Based View”, Strategic Management Journal, Vol. 14, pp. 179-191.
PORTER, M. (1985): “Competitive Advantage” New York, Free Press.
PORTER, M. (1980a): “Competitive Strategy”, New York, Free Press.
PORTER, M. (1980b): “Competitive Strategy”, New York, NY, Free Press.
PRAHALAD, C. and HAMEL, G. (1990): “The core competence of the corporation”, Harvard Business Review, Vol. 68, pp. 79-91.
RICARDO, D. (1966), “Economic Essays”, New York, A. M. Kelly.
RONEN, J. (1983): “Some Insights into the Entrepreneurial Process”, Entrepreneurship, Lexington, Ma, Lexington Books, pp. 137-173.
RUMELT, R. (1991): “How much does industry mater?”, Strategic Management Journal, Vol. 12, No. 3, pp. 167-185.
RUNYAN, R., HUDDLESTON, P. and SWINNEY, J. (2006): “Entrepreneurial orientation and social capital as small firm strategies: a study of gender differences from a Resource-Based View”, Entrepreneurship Management, Vol. 2, pp. 455-477.
SCHULZE, W. (1994): “The two schools of thought in Resource-Based Theory: definitions and implications for research”, in SHRIVASTAVA, P. AND DUTTON, J., Advances in Strategic Management, Press Greenwich, Vol. 10.
SELZNICK, P. (1957): “Leadership in Adminsditration”, New York, Harper and Row.
SEXTON, D. and BOWMAN-UPTON, N. (1987): “A growth model of the firm based on market, owner, and strategic factors”, Research at the marketing/entrepreneurship interface, Marietta, GA, G. Hills.
SIEGEL, S. and CASTELLAN, J. N. (1989): “Nonparametric Statistics for the Behavioral Sciences”, McGraw-Hill International Editions.
SMALLBONE, D., LEIGH, R., and NORTH, D. (1995): “The characteristics and strategies of high growth SMEs”, Journal of Entrepreneurial Behaviour & Research, Vol. 1, No. 3, pp. 44-62.
STOREY, D. J. (1994): “Understanding the Small Business Sector”, London, Routledge.
TEECE, D. and PISANO, G. (1994): “The Dynamic Capabilities of Firms: an Introduction”, The Political Economy of Science, Technology and Innovation, Oxford University Press.
VAN DE VEN, A., HUDSON, R. and SCHOROEDER, D. (1984): “Designing new business startups: entrepreneurial, organizational and ecological considerations”, Journal of Management, Vol. 10, pp. 87-107.
WERNERFELT, B. (1984): “A resource-based view of the firm”, Strategic Management Journal, Vol. 5, pp. 171-180.
WIKLUND, J. (1998): “Entrepreneurial orientation as predictor of performance and entrepreneurial in small firms: Longitudinal evidence”, in REYNOLDS, P.D., BYGRAVE, W. D., CARTER, N. M., DAVIDSSON, P., GARTNER, W. B., MASON, C. M., and MCDOUGALL, P.P (EDS.). (2002): Frontiers of Entrepreneurship Research, Wellesley, MA: Babson College.
WU, L. (2007): “Entrepreneurial resources, dynamic capabilities and start-up performance of Taiwan’s high-tech firms”, Journal of Business Research, Vol. 60, pp. 549-555.
ZAHRA, S. and PEARCE, J. (1994): “Corporate entrepreneurship in smaller firms: The role of environment, strategy, and organization”, Entrepreneurship, Innovation, and Change, Vol. 3, No. 1, pp. 31-44.
Sección
Artículos