The dynamics leading from intention to start-up remain poorly understood. Drawing on the mindset theory of action phases, our empirical study identifies a motivational and a volitional phase in the prestart-up stage. Only during the motivational phase does entrepreneurial intention help identify future starters. Once individuals have crossed the so-called entrepreneurial Rubicon, it no longer matters. We also show that, through this process, the support needs expressed by individuals evolve to become implementation-driven. To our knowledge, this is the first study to apply the mindset theory of action phases to nascent entrepreneurship. We discuss key implications for researchers and practitioners.

The impact of career motivations on entrepreneurial intention and action remains in need of being investigated conjointly. Using a large sample and follow-up data collected five years later, we investigate their influence on the entrepreneurial involvement of young adults, from the expression of an intention to entrepreneurial action. We show that only the search for job security seems to have a persistent effect throughout the process. In addition, autonomy is associated with the formation of intention, while wanting to manage full processes is related to actual start-up participation. We discuss the theoretical and practical implications.

PurposeThis study contributes to a better understanding of the important actor-specific, micro-level legitimacy dimensions in dynamic entrepreneurial ecosystems (EEs).Design/methodology/approachUsing an embedded case study approach and rich longitudinal data collected over 16 years within a French EE, the study analyzes the legitimacy gaining process of two actors coming from opposite founding conditions.FindingsThree dimensions of legitimacy (3L) are necessary to be accepted as functional actors within EEs: institutional legitimacy (IL) refers to the EE's acceptance of an actor as an institution active in the field of entrepreneurship; cultural legitimacy (CL) means that the actor is recognized as possessing and promoting values considered appropriate by the entrepreneurial community; relational legitimacy (RL) relates to the willingness of the entrepreneurial community to interact with the actor. These are complementary dimensions that members of EEs need to possess to acquire full legitimacy. Different paths are possible to achieve this full legitimacy.Research limitations/implicationsReplicating the study with a comparative approach including more actors could represent an interesting avenue for research.Practical implicationsThis research provides insights into the underlying dimensions of legitimacy in EEs, how various actors gain legitimacy in such contexts and how this influences the dynamics of EEs.Originality/valueThe results provide novel insights into the issue of legitimacy in EEs and legitimacy theory in general.

PurposeEntrepreneurial ecosystems provide the context for start-ups to access resources. The authors investigate the reliance of start-ups on their entrepreneurial ecosystem and the driving factors behind the proportion of local actors (belonging to their entrepreneurial ecosystem) within their overall set of relationships (their business ecosystem). Recognizing the limited relational capacity of firms, the authors focus on three differentiating firm characteristics: size, age and innovation of firms.Design/methodology/approachThe authors developed a sample of 163 start-ups located in the entrepreneurial ecosystem of Toulouse, France. The authors investigated the characteristics of their relationship sets using regression analysis.FindingsThe results confirm that age is inversely related to the proportion of a start-up's relationships located in its entrepreneurial ecosystem. More surprisingly, for older start-ups, the authors also highlight the presence of a moderating effect of the start-up's size on the relationship between its degree of innovation and the proportion of its relationships in its entrepreneurial ecosystem: Larger and more innovative start-ups appear to rely more on their local entrepreneurial ecosystem.Originality/valueThis research increases the understanding of the characteristics driving the interactions of start-ups with their entrepreneurial ecosystems by adopting a relational capacity approach. The authors introduce digital methods as an innovative approach for uncovering firms' ecosystems. Finally, from a practical point of view, the research should provide public authorities seeking to promote the link between local resources and the development of innovative start-ups in their regions with interesting insights.