Portfolio Entrepreneurship and Resource Orchestration. (18th October 2016)

• Record Type: Journal Article
• Authors: Baert, Caroline; Meuleman, Miguel; Debruyne, Marion; Wright, Mike
• Other Names: Jaskiewicz Peter guestEditor.; Combs James G. guestEditor.; Ketchen David J. guestEditor.; Ireland R. Duane guestEditor.
• Is Part Of: Strategic entrepreneurship journal. Volume 10:Number 4(2016:Dec.)
• Page Start: 346
• Page End: 370
• Publication Date: 2016-10-18
• Subjects: portfolio entrepreneur -- resource orchestration -- exploration/exploitation -- enduring entrepreneurship -- strategic entrepreneurship; Entrepreneurship -- Periodicals; New business enterprises -- Planning -- Periodicals; 338.04
• DOI: 10.1002/sej.1227
• Languages: English
• ISSNs: 1932-4391

Abstract

Abstract : Research summary: This study examines the role of resource orchestration for the exploration and exploitation of opportunities through portfolio entrepreneurship. Adopting a single‐case study approach, we identify eight distinctive resource orchestration subprocesses that we group into three aggregate resource orchestration processes that enable the development and exploitation of a set of resources and capabilities across a portfolio of ventures. Our findings extend the literature on enduring entrepreneurship by building theory on how resource orchestration across a portfolio of ventures facilitates the emergence of synergies when exploring and exploiting opportunities. Managerial summary: This study examines the processes through which an entrepreneur structures and rearranges resources and capabilities across multiple firms as he/she grows a portfolio of firms to engage in the exploration and exploitation of market opportunities. Entrepreneurs can obtain insights for building their businesses from the eight processes we identify; these processes allow entrepreneurs to develop synergies as they create and put to use a set of resources and capabilities across their businesses. Through these synergies, entrepreneurs can share, transform, and harmonize resources and capabilities across their firms. This can enable them to continuously and simultaneously explore and exploit market opportunities, which ultimately facilitates the sustainability of their businesses. Copyright © 2016 Strategic Management Society.