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Purpose This study develops a configurational typology of resource allocation strategies in new ventures and examines how each type is associated with founder traits, organizational characteristics, and firm growth. Design/methodology/approach Using data from early-stage ventures in Korea’s high-tech manufacturing sector, we conduct a cluster analysis to identify distinct strategy types. We then use ANOVA and cross-tabulation to examine how founder traits and organizational characteristics differ across these types, and apply robust regression models to assess the associations between these strategy types and firm growth. Findings The analysis yields three major insights. First, cluster analysis identifies five distinct and statistically significant resource allocation typologies — R&D-Oriented, Broadly Allocated, Production-Focused, Marketing-Focused, and Management-Focused. Second, these typologies are systematically shaped by founder traits and organizational characteristics, indicating that early strategic behavior is imprinted by founding conditions. Third, although performance differences across configurations are not statistically significant, R&D-oriented ventures exhibit relatively stronger descriptive performance patterns. Research limitations/implications This study contributes to configurational theorizing within the resource-based view (RBV) by introducing a multidimensional typology that moves beyond the traditional broad-versus-focused dichotomy. By integrating insights from RBV, Organizational Imprinting Theory, and Upper Echelons Theory, the findings highlight how strategic typologies emerge from the interplay between resource decisions and founding-level attributes. While the sample focuses on Korea's high-tech manufacturing ventures, the typological framework provides a basis for comparative studies across sectors and regions. Practical implications Practically, this typology offers a diagnostic tool for entrepreneurs to assess strategic alignment across different resource allocation configurations. Social implications Policymakers and investors may also apply this framework to identify ventures with coherent internal configurations and develop tailored support programs aligned with each firm's strategic profile. Originality/value This study advances configurational strategy research by developing an empirically grounded typology of resource allocation strategies in new ventures based on observed capability-level investment patterns. Rather than relying on dichotomous classifications, it captures multidimensional configurations across R&D, production, marketing, and management. By linking these configurations to founder traits and organizational characteristics, the study integrates the Resource-Based View with Upper Echelons and Organizational Imprinting theories. The findings offer a diagnostic, non-causal framework for understanding strategic heterogeneity in early-stage ventures and provide a foundation for comparative research across contexts.
Jin et al. (Mon,) studied this question.