which lowers the risk compared to internal development of resources. In particular, when facing financial pressures, firms may team up with others to fund investment requirements. However, managing joint actions so that they benefit firm strategically requires leader strategic competences. Growth actions and joint actions can complement or extend each other's domain as joint actions can be used as a means to facilitate growth actions, especially for firms that lack the ability to finance such actions on their own. However, joint actions may aim for longer term strategic goals beyond what growth actions are intended to achieve. The distinction of growth and joint actions thus enables a more fine grained examination of the relationships between actions and their drivers. Specifically, we will argue that firms pursue growth or/and joint actions in response to performance pressures and internal resource availability.