 The Impact of Knowledge Resources on New Venture PerformanceG. Page West and Terry W. Noel Journal of Small Business Management, 2009, vol. 47, issue 1, 1-22 Abstract: A new venture's strategy—and thus its performance—is based upon the knowledge the firm has about its market, its opportunity in that market, and its appropriate conduct to take advantage of that opportunity. Resource‐based theory underscores knowledge as a type of resource that confers competitive advantage and the potential for sustainability, two factors that are critical for start‐ups. Three types of procedural knowledge are considered to be important at start‐up: (1) about the industry in which the venture competes; (2) about the type of business approach the venture is pursuing; and (3) about creating, building, and harvesting new ventures. Knowledge useful to the new venture is developed either through relevant personal experiences or by accessing relevant knowledge possessed by others. Hypotheses are developed regarding the impact on the performance of new ventures as a result of these sources of knowledge, and these relationships are explored in a study of new technology‐based firms. Date: 2009 Downloads: (external link) Related works: Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text Persistent link: https://EconPapers.repec.org/RePEc:taf:ujbmxx:v:47:y:2009:i:1:p:1-22 Ordering information: This journal article can be ordered from DOI: 10.1111/j.1540-627X.2008.00259.x Access Statistics for this article Journal of Small Business Management is currently edited by Eric Liguori More articles in Journal of Small Business Management from Taylor & Francis Journals |
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