Experimental Labs for Start-ups: The Role of the ‘Venture-Sitter’

2013 ◽  
pp. 97-104
Author(s):  
Diego Matricano ◽  
Alberto Pietrobon
Keyword(s):  
Start Ups

scholarly journals Innovation Capabilities and the Performance of Start-Ups in Korea: The Role of Government Support Policies

2021 ◽  
Vol 13 (11) ◽  
pp. 6009
Author(s):  
Se-Kyoung Choi ◽  
Sangyun Han ◽  
Kyu-Tae Kwak
Keyword(s):  
Firm Performance ◽  
Financial Support ◽  
Political Support ◽  
Sustainable Growth ◽  
Government Support ◽  
Role Of Government ◽  
Positive Effects ◽  
Start Up ◽  
Start Ups

What kind of capacity is needed to improve the performance of start-ups? How effective are government support policies in improving start-up performance? Start-ups are critical firm group for ensuring the prospective and sustainable growth of an economy, and thus many countries’ governments have established support policies and they are likely to engage more widely in forward-looking political support activities to ensure further growth and expansion. In this paper, the effect of innovation capabilities and government support policies on start-up performance is examined. We used an unbalanced panel data analysis with a random effect generalized least squares. We investigated the effect of government support policies on 4368 Korean start-ups. The findings indicated that technology and knowledge capabilities had positive effects on the sales performance of start-ups, and government financial support positively affected the relationship between knowledge capability and firm performance. However, when government financial support increased, marketing capability was negatively associated with firm performance. These results demonstrate the significant role of government financial support, including its crowding in but also its crowding out effect. Practical implications: To be more effective, governments should employ innovation-driven entrepreneurship policy approaches to support start-ups. To improve their performance, start-ups need to increase their technology and knowledge capabilities. This study extends recent efforts to understand more fully the effect of government support policies on start-ups differing in their technology, knowledge, and marketing capabilities.

scholarly journals It takes two to tango: the interplay between decision logics, communication strategies and social media engagement in start-ups

2021 ◽  
Author(s):  
Christian Rudeloff ◽  
Stefanie Pakura ◽  
Fabian Eggers ◽  
Thomas Niemand
Keyword(s):  
Social Media ◽  
Comparative Analysis ◽  
Fuzzy Set ◽  
Exploratory Study ◽  
Communication Strategies ◽  
Qualitative Comparative Analysis ◽  
Communication Models ◽  
Social Media Engagement ◽  
Start Ups

AbstractThis manuscript analyzes start-ups’ usage of different communication strategies (information, response, involvement), their underlying decision logics (effectuation, causation, strategy absence) and respective social media success. A multitude of studies have been published on the decision logics of entrepreneurs as well as on different communication strategies. Decision logics and according strategies and actions are closely connected. Still, research on the interplay between the two areas is largely missing. This applies in particular to the effect of different decision logics and communication models on social media success. Through a combination of case studies with fuzzy-set Qualitative Comparative Analysis this exploratory study demonstrates that different combinations of causal and absence of strategy decision logics can be equally successful when it comes to social media engagement, whereas effectuation is detrimental for success. Furthermore, we find that two-way-communication is essential to create engagement, while information strategy alone cannot lead to social media success. This study provides new insights into the role of decision logics and connects effectuation theory with the communication literature, a field that has been dominated by causal approaches.

What's New in the Launching of Start-ups?

2009 ◽  
Vol 23 (2) ◽  
pp. 133-137 ◽  
Author(s):  
Diego Matricano
Keyword(s):  
New Ventures ◽  
Business Environment ◽  
Economic Role ◽  
Globalized Economy ◽  
New Business ◽  
New Thinking ◽  
Experimental Laboratory ◽  
Start Ups ◽  
Research Centres

The exploitation of knowledge and experience is increasingly important to companies operating in the globalized economy, faced with intense competition and striving to make headway in difficult markets. If such exploitation is important for existing companies, able to develop their own knowledge from previous experience, it is critical for new ventures that have no direct real-world experience on which to draw. Would-be entrepreneurs now operate in a very different business environment from that of their predecessors and they need new forms of entrepreneurship education and new methods of pre-launch trial and analysis for start-ups. The transition from ‘nature’ to ‘nurture’ in the approach to and perception of entrepreneurship, coupled with the increasingly engaged economic role of higher education institutions and research centres can be manipulated effectively to improve the prospects for success of high-expectation entrepreneurs. This article demonstrates how Curley and Formica's model of the experimental laboratory for would-be entrepreneurs responds to the new business environment and the new thinking.

Is Co-working Increase Survivability? Study on how Collaborating and Networking Facilitates Open Innovation Process for Startups

2020 ◽  
Vol 7 (2) ◽  
pp. 68-75
Author(s):  
Elissa Dwi Lestari
Keyword(s):  
Open Innovation ◽  
Deep Understanding ◽  
Innovation Process ◽  
Future Research ◽  
Innovation Ecosystem ◽  
Quantitative Studies ◽  
Multiple Case ◽  
Start Ups ◽  
Community Manager

Startups, as they are bounded to their liabilities of newness and smallness, need to collaborate extensively with their external partners through the open innovation process. This study aims to depict Co-working space's pivotal role in building up a working innovation ecosystem that facilitates open innovation for startups. To get a more deep understanding of the phenomena, this study used an exploratory study based on three case studies of Co-working spaces operated in the Jakarta region. The study shows that the open innovation process among startups is not naturally existed, but instead, it is purposefully designed by the role of a community manager who acts as the ecosystem catalyst. The community manager becomes the ecosystem enablers that facilitate the networking process by connecting members. As a result, these activities will help the emerging of mutual connection and collaboration processes among members that empower open innovation among startups members. The multiple-case design makes the study conclusions might be difficult to generalize. Future research, including quantitative studies, will help the conclusions examination and the knowledge enrichment of start-ups' open innovation process. This paper will enrich the knowledge concerning how Co-working spaces member seizing opportunities that lead to the open innovation process.

scholarly journals Online Higher Education: Beyond the Hype Cycle

2015 ◽  
Vol 29 (4) ◽  
pp. 135-154 ◽  
Author(s):  
Michael S. McPherson ◽  
Lawrence S. Bacow
Keyword(s):  
Higher Education ◽  
Online Education ◽  
Flipped Classroom ◽  
College Level ◽  
Hype Cycle ◽  
Online Higher Education ◽  
Faculty And Administrators ◽  
Selective Schools ◽  
Start Ups

When two Silicon Valley start-ups, Coursera and Udacity, embarked in 2012 on a bold effort to supply college-level courses for free over the Internet to learners worldwide, the notion of the Massively Open Online Course (MOOC) captured the nation's attention. Although MOOCs are an interesting experiment with a role to play in the future of higher education, they are a surprisingly small part of the online higher education scene. We believe that online education, at least online education that begins to take full advantage of the interactivity offered by the web, is still in its infancy. We begin by sketching out the several faces of online learning—asynchronous, partially asynchronous, the flipped classroom, and others—as well as how the use of online education differs across the spectrum of higher education. We consider how the growth of online education will affect cost and convenience, student learning, and the role of faculty and administrators. We argue that spread of online education through higher education is likely to be slower than many commenters expect. We hope that online education will bring substantial benefits. But less-attractive outcomes are also possible if, for instance, legislators use the existence of online education as an excuse for sharp cuts in higher education budgets that lead to lower-quality education for many students, at the same time that richer, more-selective schools are using online education as one more weapon in the arms race dynamic that is driving costs higher.

Strategic Management and Entrepreneurship

2020 ◽  
Vol 11 (1) ◽  
pp. 35-55
Author(s):  
José Poças Rascão
Keyword(s):  
Strategic Management ◽  
Business Plan ◽  
Academic Fields ◽  
Important Link ◽  
New Knowledge ◽  
Start Ups ◽  
The Relationship

The aim of this article is to contribute to a better understanding of the relationship between the academic fields of entrepreneurship and strategic management, based on the bibliographical references existing in these two fields. The structure of the article synthesizes the academic works existing in the two fields, seeking to generate new knowledge. The result can be used to increase the integration of these two areas of knowledge. First, it identifies apparent relationships and then focuses more in detail on some of the most important intersections, including strategic management in small and medium-sized enterprises (SMEs) and start-ups, recognizing the central role of the entrepreneur. The content and the process of strategic management are discussed, as well as its important link to the business plan. To conclude, clues are indicated for future investigations.

Exploring the role of business relationships in start-ups’ life cycles

IMP Journal ◽  
2018 ◽  
Vol 12 (3) ◽  
pp. 519-543
Author(s):  
Chiara Cantù ◽  
Sepe Giorgia ◽  
Alessandra Tzannis
Keyword(s):  
Life Cycle ◽  
Secondary Data ◽  
Life Cycles ◽  
Business Relationships ◽  
Structured Interviews ◽  
Content Type ◽  
Strategic Resources ◽  
Start Up ◽  
Start Ups

Purpose Differently from previous works that focused on the entrepreneur and on his ability to manage social relationships, the purpose of this paper is to investigate the role of business relationships in the different stages of the life cycle of a start-up. Design/methodology/approach Since the paper aims to explore startups’ evolutionary phenomenon, it adopts a qualitative abductive methodology, presenting an in-depth study of two innovative Italian start-ups. The research is based on two steps. In the first one, the authors collected secondary data from start-ups’ reports and documents, financial indicators (when available) and processed them to understand their background. In the second one, the authors conducted ten semi-structured interviews, including face-to-face interviews, phone interviews and video conferences. Findings The paper presents a relationship-based life cycle model composed of four different stages, depending on the number and role of relationships developed. Indeed, since the beginning, start-ups adopt a relational approach and their evolution involves the shift from the focus on the entrepreneur to the centrality of a network approach based on interconnected relationships. The entering into a new stage of life cycle depends on relationships, mainly based on connected actors and resources shared and combined. Even if a key role is assumed by technology, the main resource is identified in the knowledge concerning the customer/user’s needs that require marketing competencies, human resources, relational capabilities. Thus, the shift from one stage to the next in the start-up’s life cycle is possible thanks to a parallel shift from a focus on the activities to a focus on those strategic and heterogeneous actors that ensure activities. Originality/value In a traditional perspective, the start-up’s life cycle depends on activities, financial resources and revenues, as stated by previous life cycle models. In a different perspective, as depicted in our analysis, the evolution of a start-up depends on the portfolio of their business relationships. The role of business relationships is hence to facilitate the interconnections within specialized key actors, which allow start-ups to access strategic resources. These resources are essential in order to develop the activities that characterize the specific stage of the life cycle.

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