scholarly journals Mode of Entry into Hybrid Entrepreneurship: New Venture Start-Up Versus Business Takeover

2017 ◽  
Author(s):  
Guoqian Xi ◽  
Jorn Hendrich Block ◽  
Frank Lasch ◽  
Frank Robert ◽  
Roy Thurik
Keyword(s):  
New Venture ◽  
Mode Of Entry ◽  
Start Up

Challenges of the Internationalization Strategy of a Technology-Based International New Venture

2019 ◽  
pp. 467-489 ◽  
Author(s):  
Luciana Costa Fernandes ◽  
Cristiana Pereira ◽  
Daniela Simões ◽  
António Carrizo Moreira
Keyword(s):  
International Markets ◽  
New Venture ◽  
International New Venture ◽  
Entry Modes ◽  
Foreign Markets ◽  
Mode Of Entry ◽  
Start Up ◽  
Relationship Orientation ◽  
Internationalization Strategy ◽  
Start Ups

The present study seeks to analyze the behavior of a technological start-up regarding its entry modes in foreign markets. It is based on the case study of a company in the field of 3D printing and takes into account the analysis of topics such as the internationalization of start-ups and modes of entry in foreign markets, considering several theories of internationalization. As the company analyzed is a start-up, the research is supported by the analysis of the characteristics present in the process of internationalization of small and medium-sized enterprises (SMEs). The study closes with the conclusion that this SME matches the profile of an International New Venture/Born Global (INV/BG), although the company takes advantage of the network-based theory and relationship orientation to enter international markets. The most used mode of entry by the company in international markets has been exporting activities.

scholarly journals The Role of Accelerator Designs in Mitigating Bounded Rationality in New Ventures

2018 ◽  
Vol 64 (4) ◽  
pp. 810-854 ◽  
Author(s):  
Susan L. Cohen ◽  
Christopher B. Bingham ◽  
Benjamin L. Hallen
Keyword(s):  
Bounded Rationality ◽  
New Ventures ◽  
Multiple Case Study ◽  
New Venture ◽  
External Information ◽  
Start Up ◽  
Multiple Case ◽  
Established Firms

Using a nested multiple-case study of participating ventures, directors, and mentors of eight of the original U.S. accelerators, we explore how accelerators’ program designs influence new ventures’ ability to access, interpret, and process the external information needed to survive and grow. Through our inductive process, we illuminate the bounded-rationality challenges that may plague all ventures and entrepreneurs—not just those in accelerators—and identify the particular organizational designs that accelerators use to help address these challenges, which left unabated can result in suboptimal performance or even venture failure. Our analysis revealed three key design choices made by accelerators—(1) whether to space out or concentrate consultations with mentors and customers, (2) whether to foster privacy or transparency between peer ventures participating in the same program, and (3) whether to tailor or standardize the program for each venture—and suggests a particular set of choices is associated with improved venture development. Collectively, our findings provide evidence that bounded rationality challenges new ventures differently than it does established firms. We find that entrepreneurs appear to systematically satisfice prematurely across many decisions and thus broadly benefit from increasing the amount of external information searched, often by reigniting search for problems that they already view as solved. Our study also contributes to research on organizational sponsors by revealing practices that help or hinder new venture development and to emerging research on the lean start-up methodology by suggesting that startups benefit from engaging in deep consultative learning prior to experimentation.

Imprenditorialitŕ e nascita di nuove imprese innovative in Europa: un'analisi delle determinanti in alcuni settori ad alta tecnologia

2009 ◽  
pp. 67-92
Author(s):  
Camilla Lenzi ◽  
Maria Luisa Mancusi
Keyword(s):  
New Ventures ◽  
Jel Classification ◽  
New Venture ◽  
Entrepreneurial Activity ◽  
Work Experiences ◽  
Start Up ◽  
Geographical Regions ◽  
New Firm ◽  
The University

- This paper evaluates the importance of some key elements in the process leading to the birth and start-up of a new firm. We focus on a sample of recently founded and innovative European firms in technological fields characterised by strong innovative and competitive dynamics in the last 15 years. Emphasis is placed both on the role of the founder and on the assets exploited and developed in the new ventures early stages. The analysis of the questionnaire confirms the importance of the intellectual capital of the founder and of the scientific and technological knowledge acquired during advanced studies or previous work experiences. It further confirms the importance of the human and financial capital (particularly, access to external funds) necessary to the start of entrepreneurial activity, of intellectual property rights and of the network of relationships with actors having complementary knowledge and assets (other firms, universities and public research centres, parent organisation). The analysis finally highlights interesting differences both at the geographical and sectoral level. Differences across geographical regions include the degree of development of financial markets and the opportunities to access external financial resources, but also and mostly the functions performed and the effectiveness of the university system. On the other side, differences across sectors include the assets exploited in founding the new venture and the key competences that allow it to survive and eventually grow. Keywords: entrepreneurship, spin-off, patent Parole chiave: imprenditorialitŕ, spin-off, brevetto Jel Classification: L10, M13, O30

Linking Key Performance Indicators to New International Venture Survival

2016 ◽  
Vol 15 (3) ◽  
pp. 31-48
Author(s):  
Yasheng Chen ◽  
Johnny Jermias
Keyword(s):  
Life Cycle ◽  
Performance Measures ◽  
Early Stage ◽  
Bankruptcy Prediction ◽  
New Venture ◽  
Business Success ◽  
Employee Productivity ◽  
Financial Measures ◽  
Start Up ◽  
Financial Performance Measures

ABSTRACT Based on the four major challenges firms face in the early stage of their life cycle, we identify and use financial and non-financial performance measures to predict the survivability of new international ventures. We use a sample of 3,729 new manufacturing ventures from the Chinese Foreign Invested Enterprises Database. The study sample consists of wholly owned ventures of multi-national corporations (MNCs) and joint ventures between pairs comprising foreign and local investors in China. The results are consistent with the study's hypotheses. Using the Cox (1972) survival model, we find that employee training, employee productivity, accounts receivable collection period, export intensity, and sales growth are positively related to new venture survival. This study contributes to the existing business venturing and accounting literature in three ways. First, it fills the gap in the existing literature on bankruptcy prediction by focusing on firms in the early stage of their life cycle. Second, it uses survivability as a measure of business success. Survivability is a more comprehensive measure of firm performance than traditional financial measures during the start-up stage because during this stage firms tend to carry large losses that make financial measures inappropriate. Finally, this study has the potential to help new venture managers improve a firm's chances of success by using customized performance measures that fit its unique situation. JEL Classifications: D21; G32; M41.

Tangent Host: An Uneasy Partnership

2019 ◽  
Vol 2 (4) ◽  
pp. 333-349
Author(s):  
Prescott C. Ensign ◽  
Nicholas P. Robinson
Keyword(s):  
Customer Relations ◽  
Web Design ◽  
Service Performance ◽  
New Venture ◽  
Total Revenue ◽  
Strategic Choices ◽  
Growth Opportunities ◽  
Technical Performance ◽  
Start Up ◽  
Future Direction

Tangent Host, a Canadian-based website services provider, was established in 2014 as a general partnership by two personal and professional friends. Each had a 50% ownership stake in profits and workload. In 2016, it had total revenue of US$121,440, divided evenly between web design (100 clients) and web hosting (375 clients). As a start-up, Tangent had taken advantage of growth opportunities and had overcome a number of operational challenges. By 2017, there were mounting unresolved issues: tension between partners, concerns with uncollected receivables, technical performance, and future direction. One of the partners seemed to be less committed to the partnership, shifting interest and time to other activities that generated personal not partnership income. The case provides thought-provoking issues confronted by a new venture and partnership: friction between partners, customer relations, service performance, increasing revenue, scaling a business, making strategic choices, and conflict resolution.

scholarly journals Mason biodiesel: A family℉s new venture in a new industry

2009 ◽  
Vol 12 (2) ◽  
pp. 63-70
Author(s):  
Matthew Eriksen ◽  
George H. Tompson
Keyword(s):  
United States ◽  
Rhode Island ◽  
The United States ◽  
New Venture ◽  
Full Time ◽  
Bank Debt ◽  
Start Up ◽  
Personal Savings ◽  
New Industry ◽  
Biodiesel Industry

This case describes a real family that has been running a labor-intensive business since 1992. The father, Phil Mason, runs the business with the help of his wife and two of his sons in southwestern Rhode Island. The business is a franchisee of ServiceMaster Clean. In 2006, the franchise employed 20 full-time employees and was the 50th largest ServiceMaster Clean franchise among the approximately 1,200 franchises located in the United States. Annual revenue is approximately $2.5 million. In late 2005, one of Phil℉s sons began researching the biodiesel industry. As he was growing weary of the labor-intensive nature of his franchise business, Phil fully researched the industry himself. By the middle of 2006, Phil was convinced that he could profitably manufacture biodiesel in his spare warehouse space. In July 2006, he formed Mason Biodiesel, LLC and financed the $1.5 million start-up costs through a combination of personal savings and bank debt.

scholarly journals Teeling Whiskey Company: A Tradition of Family Entrepreneurship and Whiskey Distilling

2015 ◽  
Vol 16 (3) ◽  
pp. 217-225 ◽  
Author(s):  
Colm O'Gorman ◽  
Martina Brophy ◽  
Eric Clinton
Keyword(s):  
High Growth ◽  
New Venture ◽  
Professional Experience ◽  
Fast Growing ◽  
High Profile ◽  
Start Up ◽  
Family Based ◽  
Traditional Industry ◽  
Family Entrepreneurship

This case study explores the origins of a new high-growth family start-up competing in a traditional industry. Teeling Whiskey Company Ltd (TWC) is the brainchild of entrepreneur Jack Teeling. This new venture stems from another high-profile, family-based business named Cooley Distillery. Jack was Managing Director of Cooley Distillery, the business his father founded in 1987. At Cooley Distillery, he acquired a wealth of professional experience in whiskey distilling and selling. When the distillery was sold to a large US spirits company in 2012, Jack pursued his own entrepreneurial venture in Irish whiskey. A year after the business was founded, Jack was joined by his brother Stephen Teeling, and together they have shaped their idea for a boutique, premium whiskey distiller producing innovative offerings into a fast growing, internationalized business. Jack and Stephen need to build a niche for TWC, as many new distilleries are due to enter the market.

scholarly journals Work Experience from Paid Employment and the Path to Entrepreneurship: Business Takeover Versus New Venture Start-Up

2016 ◽  
Author(s):  
Guoqian Xi ◽  
Jorn Hendrich Block ◽  
Frank Lasch ◽  
Frank Robert ◽  
Roy Thurik
Keyword(s):  
Work Experience ◽  
New Venture ◽  
Paid Employment ◽  
Start Up

What Makes a Media Entrepreneur? Factors Influencing Entrepreneurial Intention of Mass Communication Students

2020 ◽  
Vol 75 (3) ◽  
pp. 321-334 ◽  
Author(s):  
Christopher Buschow ◽  
Rabea Laugemann
Keyword(s):  
Mass Communication ◽  
Entrepreneurial Intention ◽  
New Venture ◽  
New Venture Creation ◽  
Media Industry ◽  
Venture Creation ◽  
Critical Factors ◽  
Factors Influencing ◽  
Start Up ◽  
The Future

Entrepreneurship and new venture creation are seen as important drivers of media industry’s change and renewal. However, whether newly founded companies will emerge in the future depends to a large extent on entrepreneurial individuals. Through a survey of students from 47 German universities ( N = 720), this study identifies critical factors that explain the entrepreneurial intention of today’s mass communication students, who are likely to be among the future start-up founders in journalism and media industry. Conclusions drawn indicate possibilities for the early identification of potential media entrepreneurs and their ongoing encouragement by journalism and mass communication educators.

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