The choice and acquisition of external knowledge in startups: matching improvisation to strategic flexibility

Abstract

PurposeAlthough knowledge has become a decisive factor in the development of firms, there has been no detailed investigation into how start-ups acquire external knowledge. In order to narrow the research gap, this paper attempts to explore the mechanism of acquiring external knowledge in start-ups from the perspective of “environment–[sic.] structure” interaction.Design/methodology/approachThis research develops a conceptual model regarding improvisation as an independent variable, strategic flexibility as a mediator, knowledge acquisition as the dependent variable and environmental mutation as a moderator between improvisation and strategic flexibility. Furthermore, this study collects the survey data from 277 firms and uses structural equation modeling (SEM) to empirically test the model and hypotheses.FindingsThe results show that creativity-bricolage and spontaneity-persistence have significantly positive effects on both capability flexibility and coordination flexibility. However, the positive effects of pressure-stress on capability flexibility and coordination flexibility are not supported. Meanwhile, the mediating roles of capability flexibility and coordination flexibility are supported. Finally, environmental mutation only positively moderates the relationship between creativity-bricolage and capability flexibility.Originality/valueImprovisation can be seen as a core antecedent for start-ups to acquire external knowledge in environmental mutation. More specifically, the significant mediator is strategic flexibility to promote the relationship between improvisation and knowledge acquisition. The findings provide practical inspiration for start-ups to effectively utilize improvisation in emergencies.