中文摘要：

本文旨在研究企业资源与绩效之间的关系。我们把企业资源分为两种类型：主要资源和辅助资源。主要资源包括技术资产和配置能力,直接对企业的竞争优势产生影响;辅助资源包括内部人力资本、企业间合作和管理愿景,辅助资源对主要资源的形成产生影响。通过对548家中国新兴企业的实证研究,结果表明技术资产与配置能力都能显著地增强企业的绩效,而且技术资产多的企业倾向于拥有较高的配置能力。另外,绝大部分的辅助资源对技术资产和配置能力的形成产生显著的积极作用。

英文摘要：

The purpose of this study is to investigate the relationships between firm resources and performance. We divide firm resources into two types： primary resources and support resources. Primary resources include technological assets and configuration capabilities, which directly contribute to a firm＇s competitive advantage. Support resources include internal human capital, inter-firm collaboration, and managerial vision, which contribute to the development of primary resources. Using a sample of 548 new ventures in China, our analysis revealed that both technological assets and configuration capabilities significantly enhanced firm performance that the firms with superior technological assets tended to posses superior configuration capabilities, and that most of the support resources significantly contributed to the development of both technological assets and configuration capabilities, specifically, both internal human capital and inter-firm collaboration greatly improved firms＇ technological assets; both interfirm collaboration and managerial vision have heavy impact on firms＇ configuration capabilities. The present study makes several contributions to the resource-based view of the firm （RBV） literature. First, we conceptually distinguished between technological assets and configuration capabilities and empirically examined their impact on performance, which clearly suggest that the ＂using＂ decision was even more important than the ＂owing＂ decision. Secondly, we examined the systematic relationships between primary and support resources, which suggest that primary and support resources work dynamically in a complementary manner to develop a firm＇s competitive advantage. Thirdly, we empirically addressed all the relationships in a large sample of Chinese new ventures. Practically, the present study has two implications for managers. First, the evidence suggests that the impact of configuration capabilities on performance is even greater than that of technological assets although both have s