A framework for cooperation behavior of start-ups

Abstract

Purpose Many start-ups are in search of cooperation partners to develop their innovative business models. In response, incumbent firms are introducing increasingly more cooperation systems to engage with start-ups. However, many of these cooperations end in failure. Although qualitative studies on cooperation models have tried to improve the effectiveness of incumbent start-up strategies, only a few have empirically examined start-up cooperation behavior. The paper aims to discuss these issues. Design/methodology/approach Drawing from a series of qualitative and quantitative studies. The scale dimensions are identified on an interview based qualitative study. Following workshops and questionnaire-based studies identify factors and rank them. These ranked factors are then used to build a measurement scale that is integrated in a standardized online questionnaire addressing start-ups. The gathered data are then analyzed using PLS-SEM. Findings The research was able to build a multi-item scale for start-ups cooperation behavior. This scale can be used in future research. The paper also provides a causal analysis on the impact of cooperation behavior on start-up performance. The research finds, that the found dimensions are suitable for measuring cooperation behavior. It also shows a minor positive effect on start-up’s performance. Originality/value The research fills the gap of lacking empirical research on the cooperation between start-ups and established firms. Also, most past studies focus on organizational structures and their performance when addressing these cooperations. Although past studies identified the start-ups behavior as a relevant factor, no empirical research has been conducted on the topic yet.

Job autonomy, unscripted agility and ambidextrous innovation: analysis of Brazilian startups in times of the Covid-19 pandemic

“…A post hoc test was elaborated in the G*Power 3 software with an average effect size (f 2 ) (0.15), error probability (α) of 5%, a sample of 84 respondents and 4 predictors in the dependent variable (ambidextrous innovation), obtaining a satisfactory statistical power (Ringle, Silva & Bido, 2014). The sample size is satisfactorily aligned with related studies that used such a technique (Garidis & Rossmann, 2019;Theiss & Beuren, 2020). Thus, the sample size is adequate for applying PLS-SEM.…”

Collaboration among circular start‐ups and incumbents in the circular economy context

“…Yet, the literature suggests that such collaborations may not always be without challenges. For instance, studies have suggested that both incumbents and start-ups might have unique organizational cultures, management systems, and approaches to risk that might not be keen on losing (Garidis & Rossmann, 2019). Also, start-ups typically aim to explore new niches or create new markets, while established firms often focus on exploiting existing markets, as emphasized by Buckley and Prashantham (2016).…”

“…Third, our study demonstrates that the solutions provided by our start-ups do not demand a cultural shift within incumbents. While existing literature implies that incumbents might encounter difficulties in aligning with new practices (Garidis & Rossmann, 2019), engaging in collaborations with start-ups as depicted in this study enables incumbents to inject new perspectives and innovative thinking into their organizations without necessitating a sweeping cultural transformation. This pragmatic approach to collaboration ensures the attainment of environmental benefits without unnecessary disruptions or extensive organizational upheaval.…”

“…What is more, CSUs are often more innovative, flexible, and creative in their sustainability efforts, while incumbents are often constrained by organizational inertia and risk‐aversion, confined within the rules of the game (Lahti et al, 2018; Masi et al, 2017; Oghazi & Mostaghel, 2018). This has led to a number of presumptions about challenges to collaboration between start‐ups and incumbents (Buckley & Prashantham, 2016; Garidis & Rossmann, 2019).…”

Russian travel technological startups in 2020–2023: The adaptation to challenges and development perspectives

“…Исследователи тематики стартапов также обращаются к обсуждению бизнес-моделей. Так, указывается, что цель стартапов -поиск и дальнейшее масштабирование жизнеспособной модели, которая сможет создать ценность для бизнеса и клиентов [Бланк, 2017;EU Startup monitor, 2018], а не реализация уже существующей бизнес-модели [Garidis, Rossmann, 2019]. Среди других, наиболее часто встречающихся характеристик стартапов -уникальность продукта [What is a startup, 2021], функционирование в условиях неопределенности [Рис, 2020], готовность рисковать [Weiblen, Chesbrough, 2015], креативность и способность распознавать возможности рынка [Bikse, Lusena-Ezera, Rivza, 2018].…”