قدرت در روابط استارتاپی
ترجمه نشده

قدرت در روابط استارتاپی

عنوان فارسی مقاله: قدرت در روابط استارتاپی با شرکای مستقر آن: تعامل بین قدرت ساختاری و رفتاری
عنوان انگلیسی مقاله: Power in a startup’s relationships with its established partners: Interactions between structural and behavioural power
مجله/کنفرانس: مدیریت بازاریابی صنعتی – Industrial Marketing Management
رشته های تحصیلی مرتبط: مدیریت
گرایش های تحصیلی مرتبط: مدیریت کسب و کار
کلمات کلیدی فارسی: راه اندازی؛ نیروی ساختاری، رفتاری، درک و توجه شده؛ سازمان های مستقر
کلمات کلیدی انگلیسی: Startup، Structural, behavioural, perceived and realised power، Established organisations
نوع نگارش مقاله: مقاله پژوهشی (Research Article)
شناسه دیجیتال (DOI): https://doi.org/10.1016/j.indmarman.2017.12.007
دانشگاه: Center for Entrepreneurship, Strategy, and Innovation Management (NIKOS); Faculty of Behavioural, Management and Social sciences (BMS); University of Twente; 7500 AE Enschede, The Netherlands
صفحات مقاله انگلیسی: 16
ناشر: الزویر - Elsevier
نوع ارائه مقاله: ژورنال
نوع مقاله: ISI
سال انتشار مقاله: 2019
ایمپکت فاکتور: 6.511 در سال 2018
شاخص H_index: 114 در سال 2019
شاخص SJR: 2.375 در سال 2018
شناسه ISSN: 0019-8501
شاخص Quartile (چارک): Q1 در سال 2018
فرمت مقاله انگلیسی: PDF
وضعیت ترجمه: ترجمه نشده است
قیمت مقاله انگلیسی: رایگان
آیا این مقاله بیس است: خیر
آیا این مقاله مدل مفهومی دارد: ندارد
آیا این مقاله پرسشنامه دارد: ندارد
آیا این مقاله متغیر دارد: ندارد
کد محصول: E13480
رفرنس: دارای رفرنس در داخل متن و انتهای مقاله
فهرست مطالب (انگلیسی)

Abstract

1. Introduction

2. Theoretical framework

3. Methodology

4. Results

5. Discussion

6. Conclusion

Acknowledgements

References

بخشی از مقاله (انگلیسی)

Abstract

Power plays a key role in the relationships between startups and established organisations. Yet researchers have devoted little attention to the startup’s perspective on power in such relationships. To study startups’ view on power, a useful starting point is their structural power, but this also requires an investigation of their power behaviour. We explore how structural and behavioural power interrelate in a startup’s relationships with its established partners in the medical device business. Our longitudinal, embedded case study reveals nine interaction episodes in which power plays a decisive role. The power episodes show that the case startup often uses hostile power use tactics because it overestimates its structural power. Since its established partners recognise its lack of power, they usually do not accept such behaviour. Thus, the case startup could not extract the intended benefits. Nonetheless, we find that the case startup could benefit from its relationships if it employs conciliatory power use tactics or power change tactics. With these insights, we contribute to the startup business relationship literature by providing a better understanding of startups’ experience with power. We also extend the power literature by showing that it is the perception of power that determines power behaviour rather than the de facto structural potential.

Introduction

When startups are founded, they are usually exposed to liabilities of smallness and newness: they lack the resources (e.g. financial, human, social and/or marketing capital) and have not yet established the business relationships (e.g. with suppliers and customers) necessary to successfully exploit opportunities for new products and services (Aaboen, Holmen, & Pedersen, 2017; Bruderl & Schussler, 1990; LaageHellman, Landqvist, & Lind, 2017). These liabilities can be compensated for by interacting with other organisations (Das & He, 2006; Håkansson, Ford, Gadde, Snehota, & Waluszewski, 2009). Research has shown that especially relationships with established organisations are a major source of financial and non-financial resources (Baum, Calabrese, & Silverman, 2000; Deeds & Hill, 1996). They can also provide startups with the legitimacy and endorsement they need to survive (Bengtsson & Johansson, 2012; Stuart, 2000). However, startups and established organisations do usually not have compatible goals, shared benefits and mutual interdependence (Chicksand, 2015). Thus, their interactions are usually characterised by disagreements about what to do and how to do it. To coordinate their relationship, they need to negotiate and use their power, because there is a lack of formal hierarchy (Achrol, 1997; Pfeffer, 2009; Whetten, 1981). Thus, power is an important characteristic of interactions between startups and established organisations, and an unavoidable mechanism to decide on an appropriate course of action (Achrol, 1997).