Dynamic constraints : how changes in resource position
influence resourcefulness
Citation for published version (APA):
Dolmans, S. A. M., Burg, van, J. C., Reymen, I. M. M. J., & Romme, A. G. L. (2011). Dynamic constraints : how changes in resource position influence resourcefulness. In Frontiers of Entrepreneurship Research, Syracuse, NY, USA (Vol. 31, issue 12, pp. 422). [9]
Document status and date: Published: 01/01/2011 Document Version:
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Frontiers of Entrepreneurship Research
Volume 31 | Issue 12
CHAPTER XII. STRATEGY
Article 9
6-11-2011
DYNAMIC CONSTRAINTS: HOW
CHANGES IN RESOURCE POSITION
INFLUENCE RESOURCEFULNESS
(SUMMARY)
Sharon Dolmans
Eindhoven University of Technology, s.a.m.dolmans@tue.nl
Elco van Burg
Eindhoven University of Technology
Isabelle Reymen
Eindhoven University of Technology
Georges Romme
Eindhoven University of Technology
This Summary is brought to you for free and open access by the Entrepreneurship at Babson at Digital Knowledge at Babson. It has been accepted for inclusion in Frontiers of Entrepreneurship Research by an authorized administrator of Digital Knowledge at Babson. For more information, please contactdigitalknowledge@babson.edu.
Recommended Citation
Dolmans, Sharon; Burg, Elco van; Reymen, Isabelle; and Romme, Georges (2011) "DYNAMIC CONSTRAINTS: HOW CHANGES IN RESOURCE POSITION INFLUENCE RESOURCEFULNESS (SUMMARY)," Frontiers of Entrepreneurship Research: Vol. 31: Iss. 12, Article 9.
422 FRONTIERS OF ENTREPRENEURSHIP RESEARCH 2011
SUMMARY
DYNAMIC CONSTRAINTS: HOW CHANGES IN RESOURCE
POSITION INFLUENCE RESOURCEFULNESS
Sharon Dolmans, Eindhoven University of Technology, The Netherlands Elco van Burg, Eindhoven University of Technology, The Netherlands Isabelle Reymen, Eindhoven University of Technology, The Netherlands Georges Romme, Eindhoven University of Technology, The Netherlands Principal Topic
To explain the mixed effects of resource constraints and resource slack on venture performance, scholars have proposed curvilinear relationships and moderating and mediating effects. However, the way these studies have operationalized resource constraints and slack may have concealed the underlying dynam-ics that could explain the opposing results. The majority of these studies draws on cross-sectional data, taking the firm level as primary unit of analysis. As a result, most previous research resorts to categoriz-ing the companies under study as experienccategoriz-ing either a resource shortage or abundance (for the entire period of analysis). Moreover, extant literature mainly adheres to objective measures of constraints and slack, ignoring core subjective mechanisms by which perceived, anticipated resource positions (relative to demand) influence decision-making and performance.
Method
We consider constraints or slack as transient resource positions, relative to a venture’s resource demand at a given moment. This leads us to study the influence of constraints and slack at the event level, rather than the firm level, implying a venture experiences different resource positions over time. Our study draws on in-depth case studies of three high-tech start-ups, tracing their development over a 5-10 year period. Data consists of 27 interviews and over 150 company docu-ments, which allow the researchers to extend existing theory by studying the impact of perceived, anticipated and relative resource positions. This provides the opportunity to explore relationships between resource position, decision-making and venture development over time from a process perspective.
Results and Implications
Results indicate that perceived, anticipated and relative resource positions influence decision-making. Data shows firms move back and forth along the constraints-slack spectrum over time. On the micro level, we find that different types of constraints and slack are perceived simultaneously (e.g., technology constraints and financial slack), while having different effects. On the macro level, past experiences of constraints or slack affect the adaptation speed of entrepreneurs. Entrepreneurs who experienced multiple constraints are faster in being more resourceful, while entrepreneurs with a his-tory of slack first try to proceed on the existing track before they change course.
CONTACT: Sharon Dolmans; s.a.m.dolmans@tue.nl; (T): +31402474562; Eindhoven University
of Technology, Den Dolech 2, 5612 AZ Eindhoven, The Netherlands.
1 Dolmans et al.: Dynamic Constraints: How Changes Influence Resourcefulness
