Abstract

Entrepreneurship is commonly understood as a process that brings together a unique set of resources to pursue an opportunity. While RBT proposes that it is the firm’s unique bundle of resources that drive firm heterogeneity, many studies take isolated resources into account. Accordingly, our study is concerned with RBT as framework for explaining entrepreneurial success, but it also highlights that research findings often de facto rely on the concept of bundle of valuable resources instead of valuable bundle of resources. By focusing on valuable bundle, we draw attention to the significance of configuration studies for entrepreneurship research.

We show that founders have various design choices for their new venture and that why and how entrepreneurs combine resources to a unique organizational design is more relevant in order to understand new venture creation than the effects of isolated resources. We theorize that the particular value of one resource can be better understood if it is taken into account in the bundle with supplementary resources. On grounds of this assumption, we theorize that there are multiple, equally successful combinations of resources, which are all leading to new venture creation.

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