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Network Insight and Entrepreneurial Performance of New Ventures: Understanding the Roles of Resource Integration and Dynamic Management Capability

  • Tu Lyu , Yulin Guo , Hao Chen ORCID logo EMAIL logo , Huan Lin and De Yu
Published/Copyright: October 20, 2022
Entrepreneurship Research Journal
From the journal Entrepreneurship Research Journal Volume 14 Issue 3

Abstract

This study integrates social network theory and dynamic capability theory to explore the influence of network insight on entrepreneurial performance under the mediating role of resource integration, and the influence path of dynamic management capability. We test a series of hypotheses using survey data from 228 Chinese enterprises and applying partial least squares based structural equation modeling (PLS-SEM). Our study provides knowledge to understand new ventures’ performance promotion from a new perspective of network insight. We empirically found a mechanism between structural insight, relational insight, and environmental insight on entrepreneurial performance. Besides, this study also revealed a boundary condition of dynamic management capability to understand how organizational resource integration motivates entrepreneurial performance.

Keywords: entrepreneurial network; network insight; resource integration; dynamic management capability; entrepreneurial performance
Corresponding author: Hao Chen, School of Business, Qingdao University, Qingdao 266071, China, E-mail:

Funding source: Natural Science Fund project in Shandong province in China

Award Identifier / Grant number: ZR2021QG007

  1. Research funding: This paper is supported by the Natural Science Fund project in Shandong province in China (ZR2021QG007).

Appendix A: Measurements

New venture performance adapted from Adomako et al. (2018) and Chen et al. (2007).

  1. Profitability growth

  2. Return on investment

  3. Market share

  4. Return on equity

  5. Increase in the number of employees

  6. Return on assets

Dynamic managerial capabilities adapted from Adner and Helfat (2003) and Corrêa et al. (2019).

  1. We can accurately identify and capture market opportunities and threats through the entrepreneurial network.

  2. We agree and often encourage new ventures to learn from the excellent experience of the other enterprises in the entrepreneurial network.

  3. We encourage the management team to form an intense atmosphere of innovation and communicate with other enterprises in the entrepreneurial network.

  4. We have rich experience dealing with relationships with other enterprises in the entrepreneurial network.

  5. We are good at gaining valuable resources from the entrepreneurial network.

Resource integration based on Sirmon and Hitt (2003) and Sirmon, Michael, and Ireland (2007), we developed the measurement of RIN items. It assesses the extent to which those new ventures had integrated and used resources from their network members.

  1. The company can effectively combine the new resources obtained through the entrepreneurial network with its primary resources.

  2. The company can apply the new resources obtained through the entrepreneurial network to develop new products or services.

  3. The company can abandon useless resources after acquiring new resources.

  4. The company can re-integrate and allocate currently available resources using new ways and methods.

Network insight based on prior studies such as Mouzas, Henneberg, and Naudé (2008), Leek and Mason (2010), and Czako and Kawa (2018), we developed the measurement of network insight items.

Structural Insight

  1. We pay attention to the number of enterprises in the entrepreneurial network.

  2. We attach importance to the scale of enterprises in the entrepreneurial network.

  3. We pay attention to our position in the entrepreneurial network

  4. We follow with interest the positions of the other enterprises in the entrepreneurial network

  5. We can identify potential enterprises that we can cooperate with in the entrepreneurial network

  6. We try to establish connections with the other enterprises, especially those in core positions

Relational Insight

  1. We have frequent exchanges with the other enterprises in the entrepreneurial network.

  2. We try to establish cooperative relationships with the other enterprises through the connection of the entrepreneurial network.

  3. We can agree with the business philosophy of other enterprises in the entrepreneurial network.

  4. We frequently interact with the other enterprises in the entrepreneurial network.

  5. We keep our promises with the cooperative enterprises in the entrepreneurial network.

Environmental Insight

  1. We can fully understand the changes and development trends of the external environment.

  2. We can find possible opportunities in our environment

  3. We often analyze and evaluate market demand and competition

  4. We’ve gained a profound understanding of the development and operation rules of our industry.

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Received: 2022-03-20
Accepted: 2022-10-04
Published Online: 2022-10-20

© 2022 Walter de Gruyter GmbH, Berlin/Boston

Articles in the same Issue

  1. Frontmatter
  2. Competitive Research Articles
  3. Entrepreneurship in Times of Crisis: A Comprehensive Review with Future Directions
  4. Entrepreneurial Failure: Structuring a Widely Overlooked Field of Research
  5. Why Peer Support Matters: Entrepreneurial Stressors, Emotional Exhaustion, and Growth Intentions of Women Entrepreneurs
  6. “And Yet It Moves”: National Entrepreneurial Culture and Entrepreneurship-Friendly Policies: Evidence From OECD Countries
  7. Research on the Influence Mechanism of Dual Social Network Embeddedness Combined Ambidexterity on Entrepreneurial Performance of Returning Migrant Workers
  8. Holding Friends Closer or Keeping Them at a Distance: The Intimacy with Founding Members and Its Effect on Entrepreneurs’ Effectual Problem Setting
  9. Entrepreneurs’ Personality Traits and Social Enterprise: A Legitimation Perspective
  10. The Antecedents to Habitual Entrepreneurship: Exploring the Role of Entrepreneurs’ Narcissism and Educational Level
  11. Network Insight and Entrepreneurial Performance of New Ventures: Understanding the Roles of Resource Integration and Dynamic Management Capability
  12. Extending the Theory of Planned Behavior – A Longitudinal Study of Entrepreneurial Intentions
  13. Patterns of Technological Entrepreneurship and Their Determinants: Evidence from Technology-Based Manufacturing Firms in China
  14. The Relationship between Cognitive and Contextual Factors: A Self-Regulatory Mechanism Underlying Persistence in Nascent Entrepreneurs
  15. Is e-Government a Driver to Enhance Entrepreneurship? An Empirical Investigation of European Countries
  16. Investigating the Relationship between Technological Entrepreneurship and National Innovativeness: Moderating Effects of Intellectual Property Protection and R&D Transfer Environment
  17. How Does Subsidiary Autonomy Influence Performance in the Emerging Economy: Different Moderating Effects of Subsidiary Entrepreneurship
  18. Resource Orchestration in Hub-Based Entrepreneurial Ecosystems: A Case Study on the Seaweed Industry
  19. How Does the Combination of Factors Influence Entrepreneurs’ Decision-Making Logic? A Qualitative Comparative analysis
  20. Competitive Strategy in Everyday Entrepreneurial Ventures: A Self-determination Theory Perspective
  21. Should Start-Ups Be Green? Corporate Environmental Responsibility, Institutional Contexts, and Financial Performance of New Ventures
  22. Success Factors in Equity Crowdfunding – Evidence from Crowdcube
https://doi.org/10.1515/erj-2022-0110
Keywords for this article
entrepreneurial network; network insight; resource integration; dynamic management capability; entrepreneurial performance

Articles in the same Issue

  1. Frontmatter
  2. Competitive Research Articles
  3. Entrepreneurship in Times of Crisis: A Comprehensive Review with Future Directions
  4. Entrepreneurial Failure: Structuring a Widely Overlooked Field of Research
  5. Why Peer Support Matters: Entrepreneurial Stressors, Emotional Exhaustion, and Growth Intentions of Women Entrepreneurs
  6. “And Yet It Moves”: National Entrepreneurial Culture and Entrepreneurship-Friendly Policies: Evidence From OECD Countries
  7. Research on the Influence Mechanism of Dual Social Network Embeddedness Combined Ambidexterity on Entrepreneurial Performance of Returning Migrant Workers
  8. Holding Friends Closer or Keeping Them at a Distance: The Intimacy with Founding Members and Its Effect on Entrepreneurs’ Effectual Problem Setting
  9. Entrepreneurs’ Personality Traits and Social Enterprise: A Legitimation Perspective
  10. The Antecedents to Habitual Entrepreneurship: Exploring the Role of Entrepreneurs’ Narcissism and Educational Level
  11. Network Insight and Entrepreneurial Performance of New Ventures: Understanding the Roles of Resource Integration and Dynamic Management Capability
  12. Extending the Theory of Planned Behavior – A Longitudinal Study of Entrepreneurial Intentions
  13. Patterns of Technological Entrepreneurship and Their Determinants: Evidence from Technology-Based Manufacturing Firms in China
  14. The Relationship between Cognitive and Contextual Factors: A Self-Regulatory Mechanism Underlying Persistence in Nascent Entrepreneurs
  15. Is e-Government a Driver to Enhance Entrepreneurship? An Empirical Investigation of European Countries
  16. Investigating the Relationship between Technological Entrepreneurship and National Innovativeness: Moderating Effects of Intellectual Property Protection and R&D Transfer Environment
  17. How Does Subsidiary Autonomy Influence Performance in the Emerging Economy: Different Moderating Effects of Subsidiary Entrepreneurship
  18. Resource Orchestration in Hub-Based Entrepreneurial Ecosystems: A Case Study on the Seaweed Industry
  19. How Does the Combination of Factors Influence Entrepreneurs’ Decision-Making Logic? A Qualitative Comparative analysis
  20. Competitive Strategy in Everyday Entrepreneurial Ventures: A Self-determination Theory Perspective
  21. Should Start-Ups Be Green? Corporate Environmental Responsibility, Institutional Contexts, and Financial Performance of New Ventures
  22. Success Factors in Equity Crowdfunding – Evidence from Crowdcube
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