Assessing entrepreneurial ecosystems through a strategic value network approach: evidence from the San Francisco Area

Cavallo, Angelo; Ghezzi, Antonio; Sanasi, Silvia

doi:10.1108/jsbed-05-2019-0148

Cited by 23 publications

(20 citation statements)

References 65 publications

(81 reference statements)

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“…Research suggests that the employee human capital available to the firm may thus be contingent, at least in part, on the human capital available in the entrepreneurial ecosystem surrounding the firm (Bedő et al ., 2020; Colombo and Grilli, 2005; Ben Hassen, 2020). While recent research has examined the entrepreneurial ecosystem for startups (Cavallo et al ., 2021), this could also be important for understanding the development of new business models for more established SMEs. Business model innovation can also be linked to the ecosystem concept.…”

Section: Discussionmentioning

confidence: 99%

“…, 2019). This assumption may be especially the case when considering aspects of the business model as transaction relationships with partners in the ecosystem (Cavallo et al. , 2021).…”

Section: Discussionmentioning

confidence: 99%

“…In particular, business model innovation can be facilitated through joint efforts to create and capture value between the SME and key actors in an entrepreneurial ecosystem (Cavallo et al, 2019). This assumption may be especially the case when considering aspects of the business model as transaction relationships with partners in the ecosystem (Cavallo et al, 2021).…”

Section: Limitations Directions For Future Research and Conclusionmentioning

confidence: 99%

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The novelty-centered business model: a transition mechanism between exploration and exploitation in SMEs

Karmeni

Uhlaner

Lucianetti³

2021

JSBED

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PurposeAs the transition between exploration and exploitation is a unique challenge for SMEs, what mechanism(s) might facilitate this transition? Building on the entrepreneurship literature's entrepreneurial opportunity identification and development framework, this study hypothesizes that the novelty-centered business model (NCBM) may serve as such a mechanism.Design/methodology/approachBased on cross-sectional survey data collected from 169 Italian SMEs in various sectors, this study tests the mediation, moderation and moderated mediation relationships using the statistical PROCESS procedure.FindingsSupporting the hypotheses that exploration and exploitation are positively associated within SMEs, that NCBM mediates this relationship and that the indirect relationship between exploration and exploitation by way of NCBM is stronger for SMEs with employees of medium to high creative human capital, the results suggest that SMEs can more effectively exploit new ideas identified in the exploration phase by developing an NCBM and accessing their creative human capital.Research limitations/implicationsAlthough the robustness checks confirm the direction of the proposed hypotheses, given the cross-sectional nature of the dataset used, a longitudinal study would further validate the proposed framework.Practical implicationsSMEs can successfully achieve the transition between exploration and exploitation by reinventing their business model to compensate for their limited resources in terms of financial or relational capital. They can further enhance their ability to reinvent their business model and, in turn, to exploit innovations by hiring and retaining employees with greater creative human capital.Originality/valueThis study draws on the entrepreneurial opportunity, ambidexterity (exploration-exploitation) and business model literature to enhance our understanding of the role of the NCBM design concept (business model innovation) as a mechanism to achieve temporal ambidexterity in SMEs.

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Section: Discussionmentioning

confidence: 99%

“…, 2019). This assumption may be especially the case when considering aspects of the business model as transaction relationships with partners in the ecosystem (Cavallo et al. , 2021).…”

Section: Discussionmentioning

confidence: 99%

Section: Limitations Directions For Future Research and Conclusionmentioning

confidence: 99%

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The novelty-centered business model: a transition mechanism between exploration and exploitation in SMEs

Karmeni

Uhlaner

Lucianetti³

2021

JSBED

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“…Acs et al (2017a, b) argue that entrepreneurial ecosystems evolved from the literature in both corporate strategy and regional development. Further, Cavallo et al (2021) have created a mechanism to measure entrepreneurial environments. In particular, the authors investigated how to measure value creation and value capture techniques from the perspective of a single actor and at the level of an ecosystem using a strategic value network-based methodology.…”

Section: The Ecosystem Of Entrepreneurs Of Swedenmentioning

confidence: 99%

Assessing the entrepreneurial ecosystem of Sweden: a comparative study with Finland and Norway using Global Entrepreneurship Index

Balawi

Ayoub

2022

JBSED

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PurposeThis paper aims to investigate and examines Sweden's overall entrepreneurship performance (ecosystem) by applying the Global Entrepreneurship Index (GEI) while benchmarking the entrepreneurial ecosystem of Sweden with that of Finland and Norway.Design/methodology/approachIn terms of subindices, pillars and component factors, this research analyzes the entrepreneurial ecosystem of Sweden using the GEI supplemented by the Penalty for Bottleneck (PFB) approach utile for identification of bottlenecks. In addition, the Swedish ecosystem is benchmarked against its Finnish and Norwegian counterparts drawing on data collected between 2015 and 2018.FindingsUsing data drawn from the GEI, Sweden manifests a strong entrepreneurial ecosystem with a GEI score of 72.7 out of 100. However, fledgling start-up skills, insufficient human capital, and slow and erratic growth undercut otherwise solid entrepreneurial aspirations drawing on well-developed institutional variables. On a macrolevel, Sweden evinces greater capacity for entrepreneurship and innovation than either Norway or Finland but, on a microlevel, several discontinuities manifest in terms of subindices, pillars and component factors to the advantage of Norway and/or Finland and, conversely, to the detriment of Sweden.Practical implicationsPolicymakers should fund a mix of programs and institute regulatory reforms designed to promote entrepreneurial systemic development in Sweden by remediating entrepreneurial gaps depressing GEI scores. Crucial policy interventions are required to accrete start-up skills and human capital and engender high growth. Incremental funding of 47% over current levels budgeted to buoy entrepreneurial activity are mandated for Sweden to approach its GEI potential.Originality/valueInsights are derived from extracting data drawn from a new methodology for gauging entrepreneurial activity incorporating individual and institutional variables into a single model that combines PFB and GEI analysis with a view to identifying, through the PFB approach and weak aspects of Sweden's entrepreneurial performance.

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“…In this research, the authors have used IRT-GRM on the scale developed by reference [3], and this scale measures six aspects of entrepreneurial ecosystem based on D. Isenberg's [57] model of the entrepreneurial ecosystem. The IRT-GRM model was applied to EE scale to validate the scale and to identify the problematic items, this helps EE scale to be consistent and robust to measure to assess the entrepreneurial ecosystem in a given region based on the attitudes of the entrepreneurs working in a certain region.…”

Section: Theoretical and Practical Implicationsmentioning

confidence: 99%

Application of Item Response Theory (IRT)-Graded Response Model (GRM) to Entrepreneurial Ecosystem Scale

et al. 2022

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The scale of entrepreneurial ecosystems (EE) assesses the perceptions about entrepreneurial ecosystem domains, finances, capital finances, support, support professions, policies, markets, human resources, and culture. The scales are always error-prone—these scales must possess properties that enable them it to provide maximum information and validity reliability. Convenient sampling data from (n = 474) founders, co-founders, and entrepreneurs were collected. The IRT-GRM model is used to validate and test the instrument-based on polytomous scales. IRT yields discriminating power—the level of difficulty of the items of the scale. The scale consists of 48 items. The item Pol5 (4.13) was found to have the highest discriminating value (4.13), the item mar5 had the lowest discriminating value (1.57), and all items had discriminating values greater than the threshold value of 0.60. The EE Scale showed good reliability based on McDonald’s omega and Cronbach’s alpha (0.80 and 0.88). The parallel and factor analysis showed good agreement of the one-dimesnionality of the scale. The model goodness of fit statistics based on the comparative fit index (CFI) and the Tucker–Lewis index, (TLI) and the standardized root mean square residual (SRMR) showed a satisfactory level of fit; however, the root mean square error of approximation (RMSE) showed a poor fit. The item characteristic curves showed that the all item responses were properly ordered. The items of the scale showed a satisfactory level of discrimination power and level of difficulty, and it was found to have three levels of agreement about entrepreneurial ecosystem scale. It is concluded that the EE scale possesses good psychometric properties and that it is reliable and valid instrument to measure the entrepreneurial ecosystem of the given region.

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Assessing entrepreneurial ecosystems through a strategic value network approach: evidence from the San Francisco Area

Cited by 23 publications

References 65 publications

The novelty-centered business model: a transition mechanism between exploration and exploitation in SMEs

The novelty-centered business model: a transition mechanism between exploration and exploitation in SMEs

Assessing the entrepreneurial ecosystem of Sweden: a comparative study with Finland and Norway using Global Entrepreneurship Index

Application of Item Response Theory (IRT)-Graded Response Model (GRM) to Entrepreneurial Ecosystem Scale

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