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Subsequently, a focal E.F.SME would be able to leverage its patient capital to ensure the likelihood of successfully enhancing sustained entrepreneurial growth. Following these developments, R.OSC, in light of its managerial human capital and patient capital dimensions – would act as a key underlying foundational isolating mechanism for building an idiosyncratic enterprise-level micro-foundation of dynamic alliance portfolio management capabilities. This developed idiosyncrasy, as hithero postulated, is herein representative of superior ACAP, whereby E.F.SMEs would possibly be able to amplify the effective management of the accessed new tacit and explicit knowledge resources derived from their varied alliance portfolio partners. Being able to more effectively manage both new tacit and explicit knowledge resources endows these enterprises with the ability to act in a superior ambidextrous fashion.
In particular, this development would entail the possible attainment of combined ambidextrous outputs, as opposed to optimal ambidextrous outputs. Hence, E.F.SMEs would most likely be able to strategically leverage their newly accessed market and technological knowledge resources (in tacit and explicit form) to introduce innovative products and/or services to meet commercial-ends. This inclination may thereby contribute towards explaining how and in what ways these enterprises tend to outperform both their peers and industry counterparts/competitors – in successfully enhancing sustained entrepreneurial growth. Comperehsively, it would seem that these enterprises are adept at facilitating peculiar endogenous entrepreneurial process that seemingly build dynamic alliance portfolio management capbilities. This peculiarity has been likened to the ever elusive possession of higher-order capabilities by a certain pedigree of enterprises, in this view, as relates to E.F.SMEs. Such a vital capbility could aid a focal E.F.SME to modify and/or improve its operational alliance portfolio management skills and thereby, reinforce this distinctive acumen – that in turn could likely enhance overall alliance portfolio success.
Of relevance, these adopted alliance portfolio partners by E.F.SMEs – comprise functional-level alliance portfolio networks that constitute marketing, manufacturing and distribution alliance portfolio partners. Functional-level alliance portfolio partners are drawn upon to more fully capture the value chain activities related to the endogenous entrepreneurial processes that facilitate the building of dynamic alliance portfolio management capabilities. Of importance, knowledge is herein regarded as constituting the most strategically significant resource for an enterprise in relation to successfully enhancing sustained entrepreneurial growth. In line with this depiction, the following knowledge-based resources could likely be available within the integrated functional-level alliance portfolio partners.
Marketing alliances may provide knowledge about customer trends in domestic and international markets, which could aid in better positioning product and/or services within operational markets and optimise customer segmentation (Lowik et al., 2012). Manufacturing alliances may provide knowledge about new production techniques that could aid in launching new products and/or services in domestic and international markets and thereby, support continuous research and development activities [R&D] (Kim & Kuilman, 2013). Distribution alliances may provide knowledge about customer trends in domestic and international markets that that could aid in entering new geographical markets (Yang et al., 2013).
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