The performance effect of network and managerial capabilities of entrepreneurial firms

Building on the organizational capabilities view, this study explores the impact of network and managerial capabilities on the performance of entrepreneurial firms in the architecture and real estate sector. We apply an extended organizational capabilities model by integrating Porter's value ch...

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Bibliographic Details
Published in:Small business economics 2018-04, Vol.50 (4), p.807-824
Main Author: Srećković, Marijana
Format: Article
Language:English
Subjects:
Architecture
Business and Management
Companies
Competitive advantage
Entrepreneurs
Entrepreneurship
Industrial Organization
Management
Microeconomics
Real estate
Uncertainty
Value chain
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Summary:Building on the organizational capabilities view, this study explores the impact of network and managerial capabilities on the performance of entrepreneurial firms in the architecture and real estate sector. We apply an extended organizational capabilities model by integrating Porter's value chain model and Grant's hierarchy of organizational capabilities. Starting from differences in entrepreneurial orientation between architecture and real estate development firms, we argue that under higher environmental uncertainty, network capabilities are more important for the performance of architecture firms whereas managerial capabilities are more important for the performance of real estate development firms. Employing data from Austria, Germany, and Switzerland, the research results support the hypotheses. This study integrates Porter's value chain concept and the organizational capabilities model and delivers a contribution to the organizational capability theory. In addition, it contributes to the entrepreneurship literature by showing that network capabilities are more important for creating competitive advantage in entrepreneurial firms than in other firms.
ISSN:0921-898X
1573-0913
DOI:10.1007/s11187-017-9896-0