| Under China's current financial crisis, the new start-ups face a high degree of uncertainty in the environment which is difficult for them to make stratiges. So it's difficult for them to survive, more difficult to maintain its competitive advantage. Before the 1980s industrial economics scholars who are on behalf of Porter analyze how enterprises gain competitive advantage from the external environment.While after the 80's scholars of Resource Based View such as Wernerfelt and Barney think that the enterprise can be seen as "a bunch o f resources", so we can analyze how to obtain a competitive advantage from internal enterprise. Then the scholars applied RBV to the field of entrepreneurship, which is important to study new ventures'creation and how to achieve competitive advantage. New ventures are themselves with the "new" and "small" defects, and in face of highly dynamic market environment, so only use RBV to explain the basic concepts of the competitive advantage of companies seems to be somewhat weak. Because resource based view reflects static opinions. And dynamic capabilities come out in the face of dynamic change in the market environment, it refers to firms'ability to integrate, build, and reconfigure internal and external competencies to address rapidly changing environments. Therefore, when facing the high uncertainty in the market environment, the dynamic capabilities play an important role in the new start-ups. In this paper we study how resources affect dynamic capabilities and how dynamic capabilities come out and upgrade based on organizational learning theory. Further more,this paper in order to show how new ventures obtain competitive advantage by studying the relationship between resources and dynamic capabilities,because dynamic capabilities are regarded as the sources of enterpreise's competitive advantage (Teece et al., 1997; Wang & Ahmed, 2007 ). The significance of this study is to make the concepts of dynamic capabilities clear, to reveal its profound connotation of the concept of dynamic capabilities and to further improve the foundation of Dynamic Capability View; Through researching in the relationship between resources and capabilities we can further distinguish and connect Resource Based View and Dynamic Capability View ; This paper promote developing entrepreneurial theories by bring in RBV, DCV and organizational learning theory into the field of entrepreneurship.During the process of summarying previous studies, I find that human resources and social network resource are very important to the entrepreneurial process, they are the tool-based resources for entrepreneurs to provide additional financial resources, human resources and social network resources in order to ensure the creation and success of new ventures (Chandler & Hanks, 1998; Hart et al., 1997). Because these two types of resources are significant to the survival of new enterprises as well as play an important role in competitive advantage, so this study focused on the above two types of resources.This paper argues that human resources in new ventures include that entrepreneurs'or teams'educational background, experience and skills by drawing on the previous understanding of human resources. While the network resource of new ventures refers to all the relationships of entrepreneurs or business and it includes individual networks and organizational networks (inter-firm networks and support networks).According to the definitions of organizational learning from many scholars , we can define organizational learning as"the organization in order to achieve its vision or to adapt to the environment's changes , acquire or create new knowledge and make some actions in the individual, team, inter-organization or between layers of organization, and interpret , integrate and institutionalize them.Although for the last two decades scholars of strategic management have conducted a large number of studies relative with dynamic capabilities, the starting point of the definitions of dynamic capabilities are the dynamic characteristics of the environment and the common characteristic of these definitions is in order to adapt to the changing environment. In this article dynamic capabilities refers to those unique routines which can integrate, re-configure the capacities and reconstruct a unique resource base; refers to the process which can change the operation of enterprises in order to adapt to dynamic environment's changes;and they embed in the unique organization and management process, finally form the unique potential in the enterprises. In short, dynamic capabilities enable internal and external resources to match the dynamic environment, which allows existing capacity (or general ability) upgrade from one state to another state, so that to adapt to rapidly changing business environment .Based on the above analysis I build the theory model which focuses on the direct effect of human resource on dynamic capabilities in new ventures;the direct effect of network resource on dynamic capability;the indirect effect of human resource on dynamic capability through organizational learning ;the indirect effect of network resource on dynamic capability through organizational learning;and finally I put forward five hypothesises.To test the hypotheses in this paper, we collected data from new ventures in Changchun city utilizing a questionnaire-survey approach. The principal founders of each firm were interviewed for this research. Such key informants have proven to be accurate sources of data in some research. Finally, a total of 300 new ventures were approached and we received 259 valid questionnaires. Thus, the effective response rate was 86.3 percent (259 out of 300). In order to examine the relationships among human resource, organizational learning, and dynamic capability in new venture, we analyzed the data using structural equation modeling (AMOS5.0 and SPSS13.0 statistical package). After examining the hypothesises by SEM we know that in new ventures human resource indeed has positive effect on dynamic capability; human resource also has positive effect on organizational learning; organizational learning has positive effect on dynamic capability, too. Of the five hypothesises only H2 is rejected while others are through examination.Thus it shows human resource indeed has direct effect on dynamic capability and the coefficient is 0.184; and the intermediary effect between human resource and dynamic capability through organizational learning is 0.355. So the intermediary effect is larger.Network resource has no direct effect on dynamic capabilities in new ventures while has intermediary effect on daynamic capabilities through organizational learning . The coefficient of intermediary effect is 0.15 which means complete intermediary effect.In conclusion, the direct effect of resources in new ventures on dynamic capabilities is no larger than the intermediary effect.Therefore, when facing the dynamic environment new ventures can depend on organizational learning to upgrade their dynamic capabilities. To sum up, human reosurce has positive effect on dynamic capabilities in terms of the qualitiy or the quantity of resources. So in order to develop or upgrade dynamic capabilities new ventures can improve human resources' quality and quantity, also can upgrade dynamic capabilities by organizational learning. Results also show that if the network resource is not abundant in new ventures then it almost has direct effect on dynamic capabilities but it has intermediary effect on dynamic capability through organizational learning.Because individual network and organizational network can supply opportunities and ways to approach key resources and strategic information. Then network resource help strategies keep soft and help organization learn so that it can promote dynamic capability's development. |
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