Developing relationships early: How new ventures fill their capability gap

Eleonora Di Maria, Marco Bettiol, Valentina De Marchi, Roberto Grandinetti


In light of the resource-base view of the firm, liability of newness appears as a capability gap. Several studies claim that collaborating with others is an effective strategy for bridging this gap. However, none of them demonstrates that, against a capability gap declared by the new venture at its birth and filled at the end of the start-up phase, this result was achieved by resorting to relations with external actors.
The paper aims at answering this research question analyzing both the case of a marketing and technological capability gaps. The empirical section presents the results based on an original dataset on about 400 Italian new ventures. Results show that collaboration with external partners is the only determinant in reducing both capability gaps, whereas the profile of the new venture as well as its size, its location and the founders’ education are not relevant. New ventures use external relationships to develop both technological and marketing capabilities.

Full Text:


Mercati e competitività - Open Access Peer Reviewed Journal
4 issues per year - ISSN 1826-7386, ISSNe 1972-4861

This journal applies the Creative Commons Attribution - Non-Commercial - No Derivatives 4.0 License (CC BY-NC-ND 4.0) to works published, in order to facilitate free immediate access to, and unrestricted reuse of, original works of all types. Under this license, authors agree to make articles legally available for reuse, without permission or fees, for virtually any purpose. Anyone may copy, distribute or reuse these articles, without modifying them, as long as authors and original sources are properly cited.