Survival of Indian High-Tech Start-Ups: A Comparison Between Transnational and Local Entrepreneurs

2019 ◽  
pp. 83-98
Author(s):  
H. S. Krishna ◽  
M. H. Bala Subrahmanya
Keyword(s):  
High Tech ◽  
Start Ups

Outside Board Availability and Composition in High Tech Start-Ups

2008 ◽  
Author(s):  
Mirjam Knockaert ◽  
Andy Lockett ◽  
Deniz Ucbasaran
Keyword(s):  
High Tech ◽  
Start Ups

Venture capital and high-tech start-ups

2010 ◽  
Vol 12 (4) ◽  
pp. 261-266 ◽  
Author(s):  
Massimo G. Colombo ◽  
Terttu Luukkonen ◽  
Philippe Mustar ◽  
Mike Wright
Keyword(s):  
Venture Capital ◽  
High Tech ◽  
Start Ups

scholarly journals Shadow of Your Former Self: Exploring Project Leaders’ Post-Failure Behaviors (Resilience, Self-Esteem and Self-Efficacy) in High-Tech Startup Projects

2021 ◽  
Vol 13 (22) ◽  
pp. 12868
Author(s):  
Umer Zaman ◽  
Laura Florez-Perez ◽  
Pablo Farías ◽  
Saba Abbasi ◽  
Muddasar Ghani Khwaja ◽  
...  
Keyword(s):  
Self Efficacy ◽  
Self Esteem ◽  
High Tech ◽  
Positive Effects ◽  
Large Numbers ◽  
New Findings ◽  
Project Failures ◽  
Failure Conditions ◽  
Ict Industry ◽  
Start Ups

Globally, demands for sustainable strategies in the ICT industry have attracted greater momentum as high-tech projects continue to fail in large numbers. Recent studies have underpinned project resilience as a major factor for overcoming these increasing project failures, delays, or termination. However, the complex behaviors of resilient project leaders, especially in post-failure conditions, have been largely overlooked. To address this critical research gap, the present study identifies the direct relationships between three potential behavioral traits of project leaders (i.e., resilience, self-esteem, and self-efficacy) and examines how they move forward beyond project failures. The present study also explored whether self-esteem mediates project leaders’ resilience and self-efficacy. Drawing on data from 232 project leaders in Pakistan’s high-tech start-ups, the new findings suggest that there are significant positive effects of project leaders’ resilience and self-esteem on their self-efficacy, and that project leaders’ resilience and self-efficacy is significantly mediated by their self-esteem. As the project resilience theory gains traction, the present study findings have pinpointed major steps for meeting project challenges ahead of time, allowing leaders and teams to learn from failures, and also for improving organisations’ ability to implement successful and sustainable high-tech projects especially in emerging economies.

Management control systems in high-tech start-ups: An empirical investigation

2018 ◽  
Vol 89 ◽  
pp. 351-360 ◽  
Author(s):  
António Samagaio ◽  
Nuno Fernandes Crespo ◽  
Ricardo Rodrigues
Keyword(s):  
Control Systems ◽  
Empirical Investigation ◽  
Management Control ◽  
Management Control Systems ◽  
High Tech ◽  
Start Ups

Supporting high-tech start-ups: Lessons from Italian technology policy

2006 ◽  
Vol 2 (2) ◽  
pp. 189-209 ◽  
Author(s):  
Massimo G. Colombo ◽  
Luca Grilli
Keyword(s):  
Technology Policy ◽  
High Tech ◽  
Start Ups
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