How China‘s Small and microtechnology enterprises’ Network Embeddedness Impacts Performance: The Mediated Effect of Entrepreneurial Opportunity



Entrepreneurship is regarded as a process of opportunity, discovery, and alertness. In dynamic contexts, the enterprise or enterprising individuals need to make a proactive action on promising entrepreneurial opportunities. Shane and Venkataraman (2000) state that entrepreneurship “involves the processes of discovery evaluation, and exploitation of profitable opportunities,” thus, entrepreneur-ship can be considered a series of activities that include identifying opportunity; assessing and exploring; and delivering new products, services, governance structure, marketing methods, procedures, and materials to clients or markets that have not existed before.


Entrepreneurial Opportunity Nascent Entrepreneur Soft Budget Constraint Industrial Network Network Embeddedness 
These keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.


Unable to display preview. Download preview PDF.

Unable to display preview. Download preview PDF.


  1. Aldrich, H. E., & Martinez, M. 2001. Many are called, but few are chosen: an evolutionary perspective for the study of entrepreneurship. Entrepreneurship Theory and Practice, 25(4), 41–56.Google Scholar
  2. Baron R. M, Kenny D A. The moderator-mediator variable distinction in social psychological research: Conceptual, strategic, and statistical considerations[J]. Journal of personality and social psychology, 1986, 51(6): 1173–1182.CrossRefGoogle Scholar
  3. Chen, Haitao, Li Cai. 2008. Empirical study on entpreneurial opportunity dimensions, Journal of Industry Technology Economics, 27(2): 82–86.Google Scholar
  4. Churchill, Jr. G. A., & Peter J. P. 1984. Research design effects on the reliability of rating scales: a meta-analysis [J]. Journal of Marketing Research, 360–375.Google Scholar
  5. Coleman, J. S. (1988). Social capital in the creation of human capital[J]. The American Journal of Sociology 94, 95–120.CrossRefGoogle Scholar
  6. Danny P. Soetanto, & Van Geenhuizen, M. 2010. Social capital through networks: the case of university spin-off firms in different stages. Tijdschrift voor Economische en Sociale Geografie, 101(5): 509–520.CrossRefGoogle Scholar
  7. Dimov, D. 2010. Nascent entrepreneurs and venture emergence: opportunity confidence, human capital, and early planning. Journal of Management Studies 47, 1123–1153.CrossRefGoogle Scholar
  8. Doz, Y. L., & Hamel, G. 1998. Alliance advantage: the art of creating value through partnering. Boston, MA: Harvard Business School Press.Google Scholar
  9. Fornell, C. & Larker, D. F. 1981. Evaluating structural equation models with unobservable variables and measurement error. Journal of Marketing Research, 18(1): 39–50.CrossRefGoogle Scholar
  10. Foss, N. J., Klein, P. G., Kor, Y. Y., & Joseph T. M. 2008. Entrepreneurship, subjectivism, and the resource—based view: toward a new synthesis [J]. Strategic Entrepreneurship Journal, 2(1): 73–94.CrossRefGoogle Scholar
  11. Granovetter. 1985. Economic action and social structure: the probelem of embeddedness[J]. American Journal of Sociology, 91(3): 481–510.CrossRefGoogle Scholar
  12. Hills, G. E., G. T. Lumpkin, & R. P. Singh 1997. Opportunity recognition: Perceptions and behaviors of entrepreneurs. Frontiers of Eentrepreneurship Research, 17: 168–182.Google Scholar
  13. Kenney, M., & Goe W. R. 2004. The role of social embeddedness in professorial entrepreneurship: a comparison of electrical engineering and computer science at UC Berkeley and Stanford. Research Policy, 33(5): 691–707.CrossRefGoogle Scholar
  14. Kirzner, I. M. 1997. Entrepreneurial discovery and the competitive market process: an Austrian approach[J]. Journal of economic Literature, 35(1): 60–85.Google Scholar
  15. Klein, P. G. 2008. Opportunity discovery, entrepreneurial action, and economic organization[J]. Strategic Entrepreneurship Journal, 2(3): 175–190.CrossRefGoogle Scholar
  16. Kornai, J. 1986. The soft budget constraint[J]. Kyklos, 39(1): 3–30.CrossRefGoogle Scholar
  17. Liang Qiang, Zhang Shujun and Li Xinchun, 2011, The Analysis on Tactics and Implications of Nacent Disadvantage: Based on Entrepreneurial Opportunity, Foreign Economics&Management, 31(1):19–25.Google Scholar
  18. Li H., & Atuahene-Gima, K. 2001. Product innovation strategy and the performance of new technology ventures in China[J]. Academy of Management Journal, 44(6): 1123–1134.CrossRefGoogle Scholar
  19. Muthusamy, S.K. and M. A. White, (2005). Learning and knowledge transfer in strategic alliances: a social exchange view. Organization Studies, 26: 415–441.CrossRefGoogle Scholar
  20. Stevenson, H.H., &Gumpert, D. E. 1985. The heart of entrepreneurship [J]. Harvard Business, (3–4): 85–93.Google Scholar
  21. Shane, S. & Venkataraman, S. 2000. The promise of entrepreneurship as a field of research. Academy of Management Review, 25(1): 217–226.Google Scholar
  22. Tsai, W. 2001. Knowledge transfer in intraorganizational networks: effects of network position and absorptive capacity on business unit innovation and performance[J]. Academy of Management Journal, 44(5): 996–1004CrossRefGoogle Scholar
  23. Uzzi, B. 1997. Social structure and competition in interfirm networks: the paradox of embeddedness [J]. Administrative Science Quarterly, 42(1): 35–67.CrossRefGoogle Scholar
  24. Uzzi, B. 1999. Embeddedness in the making of financial capital: how social relations and networks benefit firms seeking financing. American Sociological Review, 64: 481–505.CrossRefGoogle Scholar
  25. Yang Jing and Wang Chongming. 2012. The Leading Edge Study on Entrepreneurial Opportunity. Foreign Economics & Management, 34(5): 9–17.Google Scholar

Copyright information

© Douglas Cumming, Michael Firth, Wenxuan Hou, and Edward Lee 2015

Authors and Affiliations

There are no affiliations available

Personalised recommendations