 Strategic alliances and firm performance in startups with a social missionLuca Cacciolatti, Ainurul Rosli, José L. Ruiz-Alba and Jane Chang Journal of Business Research, 2020, vol. 106, issue C, 106-117 Abstract: Innovation with a social purpose is strictly linked to entrepreneurship and economic development. However, those startups that pursue a social mission often operate in really novel markets and raise some scepticism in the eyes of investors. Startups can improve their business performance by leveraging on equity and non-equity based strategic alliances, so to pursue growth. However, sustainable growth requires to attract the right investments at the right stage of development of the startup. This study draws on international business theory and proposes a novel framework that explains the mechanisms regulating strategic alliances and firm performance in a startups context. We use a sample of 3913 UK high-tech startups engaging in social innovation to test our hypotheses and we derive an explanation for some of the mechanisms behind strategic alliances effect on startups performance, startups scalability and the balance needed between performance and the pursuit of a social mission. Keywords: Strategic alliances; Accelerators; Startups; Social innovation; Fundraising; Joint ventures (search for similar items in EconPapers) Downloads: (external link) Related works: Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text Persistent link: https://EconPapers.repec.org/RePEc:eee:jbrese:v:106:y:2020:i:c:p:106-117 DOI: 10.1016/j.jbusres.2019.08.047 Access Statistics for this article Journal of Business Research is currently edited by A. G. Woodside More articles in Journal of Business Research from Elsevier |
Is your work missing from RePEc? Here is how to contribute.
Questions or problems? Check the EconPapers FAQ or send mail to .
EconPapers is hosted by the
School of Business at Örebro University.