Partnering portfolios, value‐creation logics, and growth trajectories: A comparison of Yahoo and Google (1995 to 2007)
通过比较雅虎和谷歌，研究高增长创业企业如何利用合作伙伴组合实现不同增长路径，揭示了配置合作伙伴组合、协调资源获取与产品开发逻辑等机制对企业绩效差异的影响。
Abstract We add to the theory of entrepreneurial firm growth by inductively theorizing the processes through which new high‐growth firms utilize their partnering portfolios to pursue distinctive approaches to growth. We extend the strategic perspective on entrepreneurial networks by identifying three mechanisms linking partnering portfolios to differences in firm growth: configuring partnering portfolios to pursue distinctive logics for sourcing external resources, aligning resource‐sourcing and resource‐linking logics in new product development, and embarking on different growth trajectories, which contribute to different performance patterns. These theoretical insights contribute to current understanding of the external and internal sources of heterogeneity in the performance of entrepreneurial firms. Copyright © 2012 Strategic Management Society.