Swinging a double-edged sword: The effect of slack on entrepreneurial management and growth

被引：174

作者：

Bradley, Steven W. ^{[1
]}

Wiklund, Johan ^{[2
,3
]}

Shepherd, Dean A. ^{[4
]}

机构：

[1] Baylor Univ, Hankamer Sch Business, Waco, TX 76798 USA

[2] Syracuse Univ, Whitman Sch Management, Syracuse, NY 13244 USA

[3] Jonkoping Int Business Sch, SE-55111 Jonkoping, Sweden

[4] Indiana Univ, Kelley Sch Business, Bloomington, IN 47405 USA

来源：

JOURNAL OF BUSINESS VENTURING | 2011年 / 26卷 / 05期

关键词：

Entrepreneurial management; Slack; Penrose; Growth; Resources; Mediating relationship; Corporate entrepreneurship; PERFORMANCE CONSEQUENCES; ORGANIZATIONAL GROWTH; SELF-EMPLOYMENT; SALES GROWTH; RESOURCES; FIRMS; SURVIVAL; ORIENTATION; STRATEGIES; INNOVATION;

D O I：

10.1016/j.jbusvent.2010.03.002

中图分类号：

F [经济];

学科分类号：

02 ;

摘要：

Resource slack represents a double-edged sword, simultaneously fueling and hindering growth. Drawing on Penrose's growth theory and Stevenson's entrepreneurial management theory, we have developed and tested a conceptual model that provides a more nuanced account of the resource slack-growth relationship. Using a large dataset spanning six years, we have found that slack has a positive direct effect on growth but a negative effect on entrepreneurial management, and that entrepreneurial management has a positive effect on growth. Our empirical and conceptual findings are important to the development of firm growth theory and explicate causal mechanisms transforming slack into firm-level outcomes. (C) 2010 Elsevier Inc. All rights reserved.

引用

页码：537 / 554

页数：18

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