Building entrepreneurial knowledge reservoirs Lars Øystein Widding Department of Industrial Economics and Technology Management, Bodø Graduate School of Business, Norwegian University of Science and Technology, Trondheim, Norway Abstract Purpose – This paper seeks to add to our understanding of how entrepreneurs can build “knowledge reservoirs” to achieve competitive advantage. The study focus upon the following issues: what kind of actors can be found in various entrepreneurs’ knowledge reservoirs, and what business knowledge do these actors possess. Design/methodology/approach – The author employs a longitudinal case study approach, involving a sample of seven entrepreneurs in new technology-based firms, each interviewed two times during the period from 1999 to 2001. Findings – Evidence suggests that entrepreneurs should build knowledge reservoirs, segmented into internal, semi-internal and external knowledge reservoirs. These reservoirs should be a means to gain competition advantage. Research limitations/implications – The conceptual model has both empirical and theoretical backing, but the empirical backing is limited to seven cases. It would be useful to test the conceptual model on larger sample sizes. Practical implications – Practitioners can focus on how to build knowledge reservoirs, while the model helps to increase awareness of the holistic view of entrepreneurial knowledge and which actors can contribute to it. Policy makers should encourage entrepreneurs to build knowledge reservoirs, and support systems could require a plan for this activity before entrepreneurs get access to public funds. Originality/value – The paper makes four main contributions: model generation, development of terminology, further development of the field of entrepreneurial research, and development of RBT. Keywords Entrepreneurialism, Knowledge management Paper type Research paper Introduction De Boer et al. (1999) claim that knowledge is the most important resource in terms of a company gaining competitive advantage. This can be accomplished through building a knowledge network (Nordhaug, 1993), which Leonard-Barton (1995) defines as a mutually dependent knowledge system. In the strategy literature, the concept of environmental scanning conveys how companies are more rapidly responding to changes in the environment (Thompson, 1967; Pfeffer and Salancik, 1978). Environmental scanning occurs through interaction with the environment. Johannessen et al. (1999) emphasize this interaction, claiming that knowledge management must embrace the company’s entire knowledge base system, not only the internal knowledge, but external as well. This is, according to Johannessen et al., in contrast to the management literature, known as scientific management. The importance of knowledge in sustaining and enhancing a firm’s compositeness makes the acquisition of new knowledge a top managerial priority (Inkpen, 1998; Abou-Zeid, 2002). However, because very few new venture firm enjoy the full range of The Emerald Research Register for this journal is available at The current issue and full text archive of this journal is available at www.emeraldinsight.com/researchregister www.emeraldinsight.com/1462-6004.htm Entrepreneurial knowledge reservoirs 595 Journal of Small Business and Enterprise Development Vol. 12 No. 4, 2005 pp. 595-612 q Emerald Group Publishing Limited 1462-6004 DOI 10.1108/14626000510628252