For entrepreneurs being independent is frequently the ultimate goal. Still, founders frequently find themselves in constraints that limit their freedom to act. In this research, we analyze various activities founders can undertake to increase the strategic flexibility of their firm. We find that specific practices in the financial resource management domain focusing on cash‐flow optimization such as quick customer payments and delaying supplier payments prove especially effective for providing more strategic flexibility for the nascent firms while other ones do not appear to increase the strategic flexibility.

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