ENTREPRENEURSHIP AND THE INFORMAL ECONOMY: A STUDY OF UKRAINE'S HIDDEN ENTERPRISE CULTURE

2007 ◽  
Vol 12 (01) ◽  
pp. 119-136 ◽  
Author(s):  
COLIN C. WILLIAMS ◽  
JOHN ROUND
Keyword(s):  
Public Policy ◽  
Informal Economy ◽  
Enterprise Culture ◽  
Structured Interviews ◽  
Face To Face ◽  
The Past ◽  
Start Up ◽  
Using Data ◽  
Start Ups

How many entrepreneurs start-up their business ventures conducting some or all of their trade in the informal economy? The aim of this paper is to answer this key question that has been seldom addressed using data from 600 face-to-face structured interviews conducted in Ukraine in late 2005 and early 2006. Analyzing the 331 entrepreneurs identified (i.e., individuals starting-up an enterprise in the past three years), just 10 percent operate on a wholly legitimate basis, while 39 percent have a license to trade and/or have registered their business but conduct a portion of their trade in the informal economy, and 51 percent operate unregistered enterprises and conduct all of their trade on an off-the-books basis. Given that some 90 percent of all business start-ups operate partially or wholly in the informal economy, and that 40 percent of all respondents depend on the informal economy as either their principal or secondary contributor to their livelihoods, the paper concludes by considering the wider implications of these findings both for further research and public policy.

scholarly journals Digital news start-ups in Spain: symbolic and social capital as drivers of success

2019 ◽  
Vol 25 (1) ◽  
pp. 393-409
Author(s):  
Terese Mendiguren Galdospin ◽  
Irati Agirreazkuenaga Onaindia ◽  
Koldo Meso Ayerdi
Keyword(s):  
Social Capital ◽  
Symbolic Capital ◽  
Financial Capital ◽  
Structured Interviews ◽  
The Past ◽  
Start Up ◽  
Digital News ◽  
News Organizations ◽  
The Media ◽  
Start Ups

Ongoing downsizing in the media sector has sparked a new start-up culture in the field of journalism. Over the past few years an increasing number of news organizations seeking to leverage social and symbolic rather than financial capital and cultivate employee as well as audience loyalty have entered the market (Wagemans, Witschge and Deuze, 2016). This paper examines El Diario (eldiario.es) and El Confidencial (elconfidencial.com). Qualitative methods involving the on-site observation in their newsrooms and semi-structured interviews with their journalists were employed. Findings indicate that both see themselves as alternative news providers whose emphasis El Diario draws heavily upon the symbolic capital of its founder Ignacio Escolar, El Confidencial, has banked primarily on its social capital.

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.

ENTREPRENEURIAL DRIVE AND THE INFORMAL ECONOMY IN CAMEROON

2014 ◽  
Vol 19 (04) ◽  
pp. 1450024 ◽  
Author(s):  
CHRISTOPHER F. ACHUA ◽  
ROBERT N. LUSSIER
Keyword(s):  
Informal Economy ◽  
Developing Economies ◽  
Policy Implications ◽  
Future Research ◽  
Structured Interviews ◽  
Face To Face ◽  
Formal Economy ◽  
Curve Effect ◽  
Street Corner ◽  
Do So

There is a growing appreciation for the value and impact of the informal economy on the lives and livelihood of many in developing economies. A key question for researchers has been whether those operating in it do so out of necessity or voluntarily as opportunity seekers? Unlike previous studies that have examined the informal economy as one large block, this paper took a slightly different tangent. First, we analyzed and identified three distinct sub-groups within the informal entrepreneurial sector — the street walker (st. walker), the street corner (st. corner) and store owner (st. owner) — and then examined each group's motives. Reporting the results of face-to-face structured interviews with 200 informal entrepreneurs in Cameroon (West Africa), the finding is that the majority, especially st. walker and st. corner informal entrepreneurs, are predominantly necessity-driven while st. owner entrepreneurs are predominantly opportunity-driven. Our study also revealed a progression pattern whereby st. walkers do progress to st. corner and ultimately to st. owner entrepreneurs. The assumption is that this does create a learning curve effect in the entrepreneurial abilities and effectiveness of store owners. This is an area for future research. There are policy implications for institutional support that can grow the informal economy into the formal economy.

Syndication in Venture Capital Investment in India: An Empirical Study

2017 ◽  
Vol 3 (2) ◽  
pp. 81-90 ◽  
Author(s):  
Sarita Mishra ◽  
Dinabandhu Bag
Keyword(s):  
Venture Capital ◽  
Capital Investment ◽  
Control Mechanism ◽  
Fiscal Year ◽  
Venture Capital Investment ◽  
The Past ◽  
Efficient Management ◽  
Common Trend ◽  
Start Up ◽  
Start Ups

Indian economy witnessed high inflow of capital for start-ups in current fiscal year through venture capital (VC) investment. From different Indian VC deals, it is evident that VC investors prefer to invest jointly. In other words, joint investment or co-investment or syndication is a common trend in Indian VC industry. VCs adopt this strategy to minimise their future uncertainties as a part of the control mechanism. In this study, an attempt is made to find out different determinants of this syndication strategy. The samples taken in this study are retrieved from Venture Intelligence database for the period 2005–2014. The data are analysed through linear regression and binomial logistic regression. Two empirical models have been developed. The derived models validate different control variables and deal with specific characteristics to comprehend the rationale of syndication mechanism. The findings of the study indicate that the past experience and the number of industry exposure of a VC in IT and ITES industry are the major predictors for a syndication decision. Subsequently, the precautionary investment attributes like number of investment round, stage funding, etc. draw the interest of potential co-investors in a syndicated deal. Syndication mechanism benefits the VC investors through sharing of risk of investment in a start-up and preparing them for a successful exit. Extant literature supports the results as Indian VC investors prefer to share the risk profile of a start-up business and adopt different risk diversion mechanisms to attract co-investors in the deal. Furthermore, the joint investment by investors drag more funding amount and also create more human capital for efficient management of the investment in VC-backed portfolio.

Enterprise survival in the high-tech community: persuasion and power in board decisions

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Ronit Yitshaki ◽  
Eli Gimmon ◽  
Susanna Khavul
Keyword(s):  
High Tech ◽  
Structured Interviews ◽  
Board Size ◽  
Term Survival ◽  
Long Term Survival ◽  
Content Type ◽  
Board Processes ◽  
Start Up ◽  
Start Ups

Purpose This study aims to examine the extent to which board size, the use of power by venture capital investors and entrepreneurs’ interpersonal tactics such as persuasion to sway board decisions, influence the long-term survival of start-ups. Design/methodology/approach This study used a mixed-methods approach. The quantitative part is based on data collected from 179 chief executive officers (CEOs) of high-tech start-ups community financed by venture capitalists (VCs) in Israel of which 59 did not survive. To achieve a better understanding of these findings, semi-structured interviews with 12 entrepreneurs were conducted. Findings Smaller boards were positively associated with venture survival. The use of power by VC investors positively influenced start-up survival. CEO persuasion had a negative effect on venture survival; however, its interaction with board size suggests that it had a lesser effect on very small boards. Practical implications Although investors’ control over decision-making contributes to long-term survival, entrepreneurs should be aware of the possible detrimental effects of exercising a high level of persuasion in board processes. The findings also suggest that a small board size is preferable for start-up survival. Originality/value Exploring the effect of board processes on venture survival is considered complex. A unique sample of high-technology start-ups consisting of both surviving and failed start-ups was analyzed to explore the effects of persuasion and power in board processes.

Experimentation and Start-up Performance: Evidence from A/B Testing

2022 ◽  
Author(s):  
Rembrand Koning ◽  
Sharique Hasan ◽  
Aaron Chatterji
Keyword(s):  
Organizational Learning ◽  
Technology Use ◽  
Substantial Effect ◽  
Start Up ◽  
Testing Technology ◽  
Quantitative Analyses ◽  
Using Data ◽  
The Cost ◽  
Entrepreneurial Strategy ◽  
Start Ups

Recent scholarship argues that experimentation should be the organizing principle for entrepreneurial strategy. Experimentation leads to organizational learning, which drives improvements in firm performance. We investigate this proposition by exploiting the time-varying adoption of A/B testing technology, which has drastically reduced the cost of testing business ideas. Our results provide the first evidence on how digital experimentation affects a large sample of high-technology start-ups using data that tracks their growth, technology use, and products. We find that, although relatively few firms adopt A/B testing, among those that do, performance improves by 30%–100% after a year of use. We then argue that this substantial effect and relatively low adoption rate arises because start-ups do not only test one-off incremental changes, but also use A/B testing as part of a broader strategy of experimentation. Qualitative insights and additional quantitative analyses show that experimentation improves organizational learning, which helps start-ups develop more new products, identify and scale promising ideas, and fail faster when they receive negative signals. These findings inform the literatures on entrepreneurial strategy, organizational learning, and data-driven decision making. This paper was accepted by Toby Stuart, entrepreneurship and innovation.

Empowering human resource functions with data-driven decision-making in start-ups: a narrative inquiry approach

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Deepkumar Varma ◽  
Pankaj Dutta
Keyword(s):  
Decision Making ◽  
Narrative Inquiry ◽  
Technology Implementation ◽  
Data Driven ◽  
Structured Interviews ◽  
New Paradigm ◽  
Data Driven Decision Making ◽  
Content Type ◽  
Start Up ◽  
Start Ups

Purpose Across industries, firms want to adopt data-driven decision-making (DDDM) in various organizational functions. Although DDDM is not a new paradigm, little is known about how to effectively implement DDDM and which problem areas to focus on in these functions. This study aims to enable start-ups to use DDDM in human resources (HR) by studying five HR domains using a narrative inquiry technique and aims to guide managers and HR practitioners in start-ups to enable data-driven decisions in HR. Design/methodology/approach This study adopts the narrative inquiry technique by conducting semi-structured interviews with HR practitioners and senior members handling HR functions in start-ups. Interview memos are thematically analyzed to identify repeated ideas, concepts or elements that become apparent. Findings The study findings indicate that start-ups need to have canned operational reports with right attributes in each of these HR domains, which members should use when performing HR tasks. Few metrics, like cost-to-hire in recruitment, distinctly surfaced relatively higher in importance that each start-up, should compute and use in decision-making. Practical implications Managers, HR practitioners and information technology implementation teams will be able to consume the findings to effectively design or evaluate HR processes or systems that empower decision-making in a start-up. Originality/value Start-ups have a fast-paced culture where creativity, relationships and nimbleness are valued. Prevalent decision models of larger organizations are not suitable in start-ups’ environments. This study, being cognizant of these nuances, takes a fresh approach to guide start-ups adopt DDDM in HR and identify key problem areas where decision-making should be enabled through data.

The role of start-up incubators in cooperation networks from the perspective of resource dependence and interlocking directorates

2019 ◽  
Vol 57 (10) ◽  
pp. 2816-2836 ◽  
Author(s):  
Anderson Galvão ◽  
Carla Marques ◽  
Mário Franco ◽  
Carla Mascarenhas
Keyword(s):  
Resource Dependence ◽  
Transaction Cost Economics ◽  
Resource Dependence Theory ◽  
Structured Interviews ◽  
Interlocking Directorates ◽  
Content Type ◽  
Scarce Resources ◽  
Start Up ◽  
Dependence Theory ◽  
Start Ups

Purpose Based on resource dependence theory and the concept of interlocking directorates, the purpose of this paper is to understand the importance of networks for start-ups and the role incubators play in these companies’ networking processes. Design/methodology/approach The research was conducted through semi-structured interviews with the entrepreneurs responsible for three start-ups and the heads of their incubators. The interview data were subjected to content analysis using NVivo software. Findings The results indicate that start-ups often resort to networks to overcome their weak reputations and scarce resources. Incubators play a quite important role in this process since they promote events that encourage the creation of partnerships and networks either between start-ups within the same incubator or with external institutions. In addition, the results reveal that most cooperation networks are informal and that they fulfil needs that start-ups are not yet able to meet themselves, for example, when they compete for public tenders. Practical implications The present study explored this topic from two perspectives (i.e. start-ups and incubators). This approach facilitated the identification of the main features upon which start-ups depend, the entities to which these companies turn for help, the kind of communication in which they usually engage, the primary advantages of establishing cooperation networks and the main types of support given by incubators. Originality/value Most studies of cooperation networks are based on transaction cost economics, a resource-based perspective and/or institutional theory. In contrast, this study innovated by applying resource dependence theory and the concept of interlocking directorates, which provided an alternative explanation regarding cooperation networks’ importance to start-ups and incubators’ roles in these companies’ networking processes.

EVALUATING THE MOTIVES OF INFORMAL ENTREPRENEURS: SOME LESSONS FROM UKRAINE

2009 ◽  
Vol 14 (01) ◽  
pp. 59-71 ◽  
Author(s):  
COLIN C. WILLIAMS ◽  
JOHN ROUND ◽  
PETER RODGERS
Keyword(s):  
Informal Economy ◽  
Survival Strategy ◽  
Pull Factors ◽  
Push And Pull Factors ◽  
Face To Face ◽  
Start Up ◽  
Necessity Entrepreneurs ◽  
Clear Shift ◽  
Push And Pull

To understand entrepreneurs' motivations, it has become increasingly common to distinguish between those driven by necessity (or pushed) and those driven by opportunity (or pulled) into entrepreneurship. Until now, entrepreneurs operating wholly or partially in the informal economy have been widely assumed to be necessity-driven, pushed into this enterprise as a survival strategy in the absence of alternatives. To evaluate whether this is indeed the case, this paper reports one of the first surveys of informal entrepreneurs' motives. Reporting face-to-face interviews conducted in Ukraine during 2005–06 with 298 informal entrepreneurs, the finding is although most identified themselves as necessity entrepreneurs when initially asked whether they were either pushed or pulled, subsequent questions reveal in the vast majority of cases, there were not only both push and pull factors driving their original decision to start-up informal enterprises, but also a clear shift among these entrepreneurs as their business became established away from necessity-oriented motivations and toward more opportunity-oriented motivations. The outcome is a call for a transcendence of a static either/or approach and the adoption of a dynamic both/and approach that recognizes the coexistence of necessity- and opportunity-drivers as well as the fluidity of entrepreneurs' motivations.

Beyond Necessity-Driven Versus Opportunity-Driven Entrepreneurship

2008 ◽  
Vol 9 (3) ◽  
pp. 157-165 ◽  
Author(s):  
Colin C. Williams
Keyword(s):  
Public Policy ◽  
Informal Economy ◽  
Empirical Data ◽  
Policy Implications ◽  
Specific Group ◽  
The Public ◽  
Conventional View ◽  
Start Up ◽  
Clear Shift

To evaluate critically the conventional view that entrepreneurs are either necessity-driven or opportunity-driven, empirical data are reported from England, Ukraine and Russia on the motives of a specific group of entrepreneurs – those operating wholly or partially in the informal economy. The paper finds that, for the vast majority, both necessity and opportunity drivers are involved in their decision to start up enterprises, along with a clear shift from necessity-oriented to opportunity-oriented motivations as their ventures become more established. The paper concludes with a discussion of the public policy implications of these findings.

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