Choosing Startups as Suppliers: A Supplier Selection Archetypes Typology

Recent research demonstrates the value of examining collaborations between established organizations and startups via the lens of the buyer–supplier relationship. However, enterprises must first find, analyze, and select potential startups as suppliers before they can exploit startups' resources and talents in a buyer–supplier relationship. Due to the fact that earlier research has focused exclusively on how purchasing firms select established firms as suppliers, it is unknown which processes, tools, or organizational approaches purchasing organizations employ when selecting startup firms as suppliers. These suppliers are qualitatively distinct in that they lack organizational structure, financial resources, and operational competencies, offering a substantial risk to purchasing organizations. This inductive, qualitative case study research elicits data from twenty established purchasing firms and examines how they choose startup suppliers. We begin by identifying five design motifs that differentiate purchasing firms' selection procedures. We create a typology of three supplier selection paradigms based on these themes. The findings suggest that enterprises who are ready and able to adjust their selection technique to startups should exhibit a higher level of selection performance, implying a greater likelihood of selecting acceptable startups as suppliers. The findings contribute to the literature on supplier selection and shed light on the burgeoning sector of new venture suppliers.

Monkey see, monkey do? Examining the effect of entrepreneurial orientation and knowledge sharing on new venture creation for Gen Y and Gen Z

Purpose This study aims to examine the effect of entrepreneurial intention and attitude towards knowledge sharing on new business creation by comparing two generations, Y generation (millennials) and Z generation (post-millennial). In addition, the current study uses a social cognitive theory as a point of departure to test the research hypotheses. Design/methodology/approach This study deploys a quantitative approach (hypothetic-deductive approach) by surveying 300 respondents representing the two Indonesian generations. The questionnaire consisting of demographic items (age, education, etc.) and variables was the primary research instrument. This study used regression analysis, a Wald test for examining the proposed hypotheses and a t-test to provide a deeper analysis of the findings. Findings Findings from the current study show that Gen Y is still seeking a balance for their learning sources by involving in their social environments as well as exploring the digital world. In contrast, Gen Z is much more dominant in the independence to learn things that interest them. They have less dependency on social patrons but prioritise themselves as the leading model. Practical implications The findings of this study provide practical implications for higher education institutions in the development of entrepreneurship education to achieve learning effectiveness. Originality/value This study aims to contribute by providing empirical evidence in the effect of entrepreneurial orientation and attitude towards knowledge sharing on new venture creation with particular reference to Gen Y and Gen Z, suggested by previous studies. Although Gen Y and Gen Z are digital natives, this study provides insight into a shift in the characteristic of two generations, as also found in comparison to previous generations, such as Baby-Boomer vs Gen X and Gen X vs Gen Y. This study proclaims the need to adjust organisational theories to enable them to explain the shifting phenomena at the micro and macro level for every generation. Exploratory research to better understand the characteristics of a generation in other settings is a crucial proposal proposed by this study.

Early Internationalizing of Small-Medium Firms

Internationalization is not an odd term in business, and increasing numbers in the business world show this phenomenon as a vital element that must be emphasized and practiced by an organization to become the top company in international markets. Born global has become a new entity entering the global market and rapidly evolved to catch up and maintain its pace with international new ventures. Gaining the upper hand in the international market has motivated the born global entity to compete with other giant companies in the same markets. This chapter's findings enlighten the crucial parts of the definition between these two terms supported with previous studies that encompass gaps, conventional and new ventures, and the advantages versus liabilities that existed in the new venture firms. In addition, this chapter's discussions would offer better justification and views in global market perspectives.