Compensating resource constraints? A discriminant analysis of collaborating and non-collaborating small businesses in New Zealand Online publication date: Sat, 11-Oct-2014
by Martina Battisti, Raja Peter
International Journal of Entrepreneurship and Small Business (IJESB), Vol. 12, No. 2, 2011
Abstract: Following Nahapiet and Ghoshal's framework of social capital, it is argued that in order to understand and foster SME collaboration the focus has to shift from exploring the structure of collaboration networks to exploring the cognitive characteristics of SME owner/managers. The aim of this paper is to contribute to an understanding of the differences between small firms that engage in collaboration and those that do not, by examining SME owner/managers' perceptions of the barriers and benefits of collaboration. Based on a sample of 841 New Zealand small firms, discriminant analysis was conducted. Results suggest that non-collaborating SMEs see collaboration as a means of compensating their resource constraints by gaining access to labour and capital. Owner-managers of collaborating SMEs, however, seem to be able to exploit opportunities beyond available resources. This paper contributes to the ongoing debate of how SMEs can be engaged in collaborative practices.
Existing subscribers:
Go to Inderscience Online Journals to access the Full Text of this article.
If you are not a subscriber and you just want to read the full contents of this article, buy online access here.Complimentary Subscribers, Editors or Members of the Editorial Board of the International Journal of Entrepreneurship and Small Business (IJESB):
Login with your Inderscience username and password:
Want to subscribe?
A subscription gives you complete access to all articles in the current issue, as well as to all articles in the previous three years (where applicable). See our Orders page to subscribe.
If you still need assistance, please email subs@inderscience.com
Our Blog 
Follow us on Twitter 
Visit us on Facebook