The evolution of vertical boundaries in new high technology ventures

Research Summary We argue that interrelated processes of knowledge codification and uncertainty reduction lead to the contraction of vertical firm boundaries of new high technology ventures over time. Consistent with our arguments, we show that, over time, outsourcing of R&D is slower than outso...

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Bibliographic Details
Published in:Strategic entrepreneurship journal 2018-09, Vol.12 (3), p.287-315
Main Authors: Hashai, Niron, Zander, Ivo
Format: Article
Language:English
Subjects:
Acquisitions & mergers
Chief executive officers
Earnings
founders
High technology
knowledge tacitness
Marketing
new high technology ventures
Outsourcing
R&D
Research & development
uncertainty
vertical firm boundaries
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Summary:Research Summary We argue that interrelated processes of knowledge codification and uncertainty reduction lead to the contraction of vertical firm boundaries of new high technology ventures over time. Consistent with our arguments, we show that, over time, outsourcing of R&D is slower than outsourcing of manufacturing, while outsourcing of marketing and sales is the fastest. Further, we show heterogeneity in the pace of vertical boundary contraction, where new high technology ventures that engage in knowledge exploration and those whose founders have strong technological backgrounds exhibit slower vertical boundary contraction. Typically, the slowdown in the pace of outsourcing, once again, is the strongest for R&D and the weakest for marketing and sales. Managerial Summary Cash‐constrained managers in new high technology ventures often wish to outsource their R&D, manufacturing, and marketing and sales activities, but initially may be limited in doing so. This likely happens because these new ventures rely heavily on founders' tacit knowledge about new products and how to commercialize them and because uncertainty makes it difficult to reach contractual agreements with external partners. We show that with time, such outsourcing becomes increasingly possible, especially for marketing and sales activities but less so for R&D. Yet, when new high technology ventures experiment with new products and in new high technology ventures whose founders have technological backgrounds, the pace of outsourcing is slower.
ISSN:1932-4391
1932-443X
DOI:10.1002/sej.1292