Entwicklungsprobleme junger Technologieunternehmen und ihre Überwindung

The spatial distribution of new technology-based firms: Empirical results for West-Germany

“…This can be attributed to the incubatorfunction of SMEs as well as to spatially limited economic activities ). However, the positive effects may appear somewhat surprising with respect to NTBF because several previous empirical analyses have shown that especially large firms are important clients and incubator organizations for NTBF (Kulicke et al 1993;Kulicke and Wupperfeld 1996;Pleschak 1997). The results reported here point to the importance of SME as seedbed for start-ups in general and NTBF in special (Storey 1982;Moyes and Westhead 1990;Gerlach and Wagner 1994b;Fritsch 1995;Audretsch 1995).…”

Critical growth factors of ICT start‐ups

“…These differences in age between innovative and non-innovative entrepreneurs are generally explained with a higher level of education for knowledge-based entrepreneurship. While some studies measure a positive relationship between age at start-up and the success of the firm (Wicker and King, 1989), others present negative results (Pleschak, 1997) or find no significant differences at all (Brüderl et al, 1996). Consequently, different interpretations are possible.…”

“…Employees in SMEs fulfill more often managerial tasks, are more involved and their employment security depends directly on the performance of the firm (Schmude, 1994a). They may so develop a more entrepreneurial attitude, while entrepreneurs with mainly working experience in large firms, fail more often (Pleschak, 1997).…”

“…While the importance of industry specific knowledge is generally admitted, for other types of specific experience findings are somewhat troubling: management experience is crucial for certain authors (Cooper et al, 1994;Pleschak, 1997), but not for others (Brüderl et al, 1996). Previous start-up experience appears not to be automatically a precondition for success.…”

“…A number of authors stress that the chances of success increase, when the founder is assisted in his decision-making process by a business partner or an entrepreneurial founding team (Ruef et al, 2003;Brüderl et al, 1996;Pleschak, 1997;Schutjens and Wever, 2000;Teal and Hofer, 2003). But the theoretical competitive advantage of an entrepreneurial founding team (complementarities, a broader "knowledge-base", an efficient task division) is not totally supported by certain authors that point out possible risks that can lead to failure, like disharmonies between partners (Almus et al,…”