Abstract

How does conflict among stakeholders impact an entrepreneur’s ability to obtain resources? Scholars have proposed that an entrepreneur’s network of social relations and interactions is central to the entrepreneurial process (Aldrich & Zimmer, 1986; Birley, 1985; Chell & Baines, 2000; Dubini & Aldrich, 1991). However, conceptual issues still remain unresolved about how such networks are created. Stakeholder theory presents us with a suitable lens to examine the interactions among an entrepreneur’s network and subsequent impact on resource mobilization. In this paper we propose that the composition of stakeholders in a venture is endogenous to an entrepreneur’s strategic decisions that are related to expectations of future conflict.

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