Dev K. Dutta

Strategy and Vendor Selection in IT Outsourcing: Is there a Method in the Madness?

Abstract Both outsourcing strategy and choice of vendors have the potential to influence the success of information technology outsourcing (ITO) initiatives. However, the ways in which these factors combine leading to success in outsourcing has not received much attention in prior research. Accordingly, this study explores the patterns of ITO strategy and vendor selection adopted by outsourcing firms having high internal IT capabilities versus those with low internal IT capabilities. Our exploratory analysis on a sample of over 200 firms reveals that maintaining strong internal IT capabilities is a defining factor for outsourcing firms when selecting an appropriate mix of ITO strategies and vendors. These findings have important implications for firms new to ITO and also those that have not realized the full benefits of ITO.

From Invention Success to Commercialization Success: Technology Ventures and the Benefits of Upstream and Downstream Supply‐Chain Alliances

An entrepreneurial ventures supply‐chain partnerships involve upstream alliances (with research universities) and downstream alliances (with large industry incumbents). Even though such partnerships bring the venture many benefits, they also come with significant challenges, notably the need to seamlessly combine a “technology push” philosophy with a “market pull” one. Utilizing a data set of over both upstream and downstream alliance partnerships spanning 603 technology ventures in the biotech industry, interesting results were found with regard to the impact of these two alliance partnerships on the ventures invention success and commercialization success. Upstream partnerships demonstrate a positive impact on invention success but no significant impact on commercialization success. However, with the moderating role of downstream partnerships, the results change: the joint effect of these two types of alliance partnerships is positive for both invention and commercialization success. The study findings have important implications with regard to the role and impact of alliance partnerships at the intersection of small business, entrepreneurship and technology innovation, and for researchers, practitioners, and policy makers.

A Tale of Three Strategic Orientations: A Moderated-Mediation Framework of the Impact of Entrepreneurial Orientation, Market Orientation, and Learning Orientation on Firm Performance

In this study, we examine the ways in which three strategic orientations associated with the firm — entrepreneurial orientation (EO), market orientation (MO), and learning orientation (LO) — affect performance. We hypothesize and test a moderated-mediation framework relating these constructs using a panel dataset of large US retail firms over five years. Our primary finding is that LO mediates the impact of MO on performance and this relationship is strengthened under the moderating influence of EO. In other words, LO acts as a conduit through which the performance effect of MO arises and EO complements MO in terms of impact on performance.

Benefiting from your buddy: A conceptual exploration of the links between social capital and firm innovative capability under environmental turbulence

Purpose - – The purpose of this paper is to offer a conceptual understanding of the role played by social capital when firms engage in collaborative partnerships to develop their innovative capability, especially under environmental turbulence. Design/methodology/approach - – The paper is theoretical in nature, drawing conceptual insights from two complementary theories: the resource-based view of the firm and institutional theory. Findings - – Social capital plays a beneficial role by enhancing the innovative capability of firms, but only up to a point. The paper argues social capital has both positive and negative effects and follows a non-linear relationship with innovative capability. Further, this relationship is also affected by the level of environmental turbulence faced by the firm. Originality/value - – By conceptualizing social capital as a double-edged sword in terms of its impact on firm innovative capability, the paper offers insights for managerial action and practice.

Discretion and internationalisation: impact of environmental determinants of managerial discretion and host country experience on entry mode choice

We examine the impact of the environmental determinants of managerial discretion on the internationalisation of Multinational Enterprises (MNEs) reflected in its choice of mode of entry. Using insights from the behavioural theory of the firm and the process view of internationalisation, we show that a composite measure of the environmental determinants of managerial discretion affects the MNEs choice of entry mode, with comparatively higher levels of environmental influence leading managers to choose the IJV (over WOS). At the same time, this relationship between the environmental determinants of managerial discretion and entry mode choice is intensified when the MNE has had prior host country experience.

Entrepreneurial firms and financial attractiveness for securing debt capital: a Bayesian analysis

Abstract Using theoretical arguments grounded in venture financing literature and signaling theory, we examine the impact of both intended and unintended signals on the venture’s financial attractiveness perceived by external lenders. We develop two concepts, the venture’s (i) emergent volatility associated with operations and (ii) deliberate diversity of its financing portfolio, and assess their signaling impact on the firm’s overall financial attractiveness for securing debt. Using Bayesian inference on a large sample of growth-oriented entrepreneurial ventures in the United States, we obtain results that explain the ways in which emergent volatility and deliberate diversity act as unintended versus intended signals, respectively, thus affecting the venture’s financial attractiveness for securing debt capital from external lenders.

The Rich Legacy of Covin and Slevin (1989) and Lumpkin and Dess (1996): A Constructive Critical Analysis of Their Deep Impact on Entrepreneurial Orientation Research

We examine the legacy of two award-winning seminal papers—Covin and Slevin (Strategic Management Journal, 10(1): 75–87, 1989) and Lumpkin and Dess (Academy of Management Review, 21(1): 135–172, 1996)—that played a significant role in introducing and shaping research on entrepreneurial orientation (EO). We start by summarizing the two papers and analyzing their impact on the field. We then conduct a constructive critical assessment of current EO research by discussing three prevailing myths in the literature and discuss how revisiting the two seminal papers can help correct these myths relating to the theoretical exposition and measurement of EO. Our goal is to delve into the profound impact of the two seminal articles and identify gaps in current EO literature to offer directions for future research.

Classics in Entrepreneurship Research: Enduring Insights, Future Promises

Academic inquiry into entrepreneurial phenomena has had a rich history over several decades and continues to evolve. This editorial draws attention to the classics: seminal articles that make profound contributions to the development of an academic field in entrepreneurship studies. We focus on the formative years of entrepreneurship research, specifically the 1970s and 1980s, to identify classics using a key informant approach that surveys members of the journal editorial board. Each nominated classic is introduced and discussed by an editorial board member, with particular focus on research opportunities that may be pursued going forward. Analyzing classics allows for the recognition of substantive advances in entrepreneurship research and provides an opportunity to delve into the academic progress achieved in understanding entrepreneurial phenomena.