Founder Inventors and their Investors: Implications for Firm Survival and Growth

Haeussler, Carolin; Hennicke, Maria; Mueller, Elisabeth

doi:10.5465/ambpp.2015.13523abstract

Cited by 4 publications

(11 citation statements)

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“…Grimpe et al () examine the organization and structuring of ventures' workforce associated with the addition of a middle management layer between founders and employees. Haeussler et al () focus on task specialization and the contributions of founders to research and development. Lahiri et al () similarly consider tasks and examine the tension between formal and informal hierarchies generated by technical founders and nonfounder star scientists.…”

Section: The Articles In the Special Issuementioning

confidence: 99%

“…The next two articles by Haeussler et al () and Lahiri et al () focus attention on how innovative tasks and responsibilities are allocated and the implications of these allocations for innovative and economic outcomes. Haeussler et al () ask several related questions: What tasks should founders perform? Does founders' direct involvement in R&D teams enhance firm survival or growth?…”

Section: The Articles In the Special Issuementioning

confidence: 99%

“…Previous studies have established a strong link between the (technological) competencies of founders and their firms' performance (e.g., Colombo & Grilli, ) and have shown that this relation is influenced by the VC‐backed or non‐VC‐backed status of firms (e.g., Colombo & Grilli, ), in line with the view that VCs “coach” portfolio companies and help enlarge and improve their unique competencies (e.g., Gorman & Sahlman, ). Haeussler et al () suggest that a “classical” organizational design element related to the specialization of tasks within entrepreneurial teams is an important missing link in these relations. In particular, drawing on the literature on resource orchestration (e.g., Sirmon, Hitt, & Ireland, ; Sirmon, Hitt, Ireland, & Gilbert, ), Haeussler et al (2019) argue that what matters for a start‐up to achieve superior performance is how founders' competencies are used within the firm, which in turn depends on the tasks that founders perform.…”

Section: The Articles In the Special Issuementioning

confidence: 99%

“…Haeussler, Hennicke, and Mueller ()—Impact on economic performance (survival and sales growth) of the specialization of founders in technical tasks…”

Section: Introductionmentioning

confidence: 99%

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The organizational design of entrepreneurial ventures

Burton

Colombo

Rossi‐Lamastra

et al. 2019

Strategic Entrepreneurship

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Research Summary Studying the organizational design of entrepreneurial ventures involves investigating how entrepreneurs design the (formal) structure of their ventures as well as the roles, rules, and procedures that those who are active within these ventures must obey. The topic lies at the intersection of entrepreneurship with multiple fields, including organization science, organizational economics, and strategic management. However, to date, it has attracted limited attention. This special issue includes six articles that develop novel theory and provide new empirical evidence on the antecedents and consequences of the organizational design of entrepreneurial ventures. Collectively they offer fresh perspectives on this neglected topic and open avenues for future work. In this article, we briefly describe the state of the field, introduce the articles, and suggest opportunities for further research. Managerial Summary There are countless how‐to guides for entrepreneurs describing start‐up legal structures, incubation and acceleration opportunities, and financing options. Conversely, there is relatively little guidance for how entrepreneurs should design their organizational structure, decision systems, and managerial practices. This special issue contains six articles addressing the organizational design of entrepreneurial ventures from multiple perspectives and with diverse methods. This introduction describes the state of the field prior to the special issue, introduces the special issue articles and identifies topics that still need further investigation. We distill the current state of knowledge and offer a roadmap for future scholarship.

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Section: The Articles In the Special Issuementioning

confidence: 99%

Section: The Articles In the Special Issuementioning

confidence: 99%

Section: The Articles In the Special Issuementioning

confidence: 99%

“…Haeussler, Hennicke, and Mueller ()—Impact on economic performance (survival and sales growth) of the specialization of founders in technical tasks…”

Section: Introductionmentioning

confidence: 99%

See 2 more Smart Citations

The organizational design of entrepreneurial ventures

Burton

Colombo

Rossi‐Lamastra

et al. 2019

Strategic Entrepreneurship

View full text Add to dashboard Cite

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“…This paper builds on prior observations that founders are specifically equipped to discern and tap into unrecognized opportunities (Colombo and Grilli, 2005), to exploit technological resources (Kor and Mahoney, 2000;Danneels, 2007;Gruber et al, 2013) and to increase firm performance by actively being involved in inventive activity (Haeussler et al, 2019). We contribute to the entrepreneurship literature by investigating the role founders play in being able to advance and exploit the knowledge base of their firms.…”

Section: Discussionmentioning

confidence: 94%

Absorbing Partner Knowledge in R&D Collaborations – The Influence of Founders on Absorptive Capacity

2018

Self Cite

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We investigate whether founder participation in research and development collaborations enhances the two dimensions of absorptive capacity (ACAP): potential ACAP and realized ACAP. Based on a longitudinal firm‐patent dataset of over 700 collaborations, and using a novel measure of ACAP, we find that founder involvement enhances potential ACAP provided the knowledge bases of focal firm and partner are related. Once knowledge has been absorbed, founder involvement increases realized ACAP irrespective of relatedness. Thus, we highlight the merit of treating the dimensions of ACAP separately by showing differing effects of founder involvement. Our paper emphasizes the outstanding role founders play in the R&D process of their firms. Firms should consider carefully the allocation of team members to R&D projects because team members differ with respect to their ACAP.

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On the organizational design of entrepreneurial ventures: the configurations of the entrepreneurial team

Rovelli

Butticè

2020

J. Ind. Bus. Econ.

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Several studies claim that entrepreneurial ventures should pay attention to their organizational design in order to improve performance. However, a clear understanding of these ventures' organizational design is still missing. In this paper, we borrow the key organizational design elements from the literature on established firms and we study them simultaneously to provide a first empirical overview on the organization of the entrepreneurial ventures. Specifically, we investigate whether and how organizational design elements cluster together in different organizational configurations. To do so, we analyze a sample of 255 Italian entrepreneurial ventures, focusing on their entrepreneurial team and on the most important organizational design elements: hierarchical structure, size, functional specialization, and allocation of decision authority. To this end, we first use t tests, ANOVA tests, and Scheffe post hoc tests to explore the associations between the organizational design elements and four contingency factors (i.e., entrepreneurial venture's size, age, industry, and geographical location). Then, we adopt a two-step cluster analysis to understand whether and how the complementarities and interdependencies among organizational design elements give rise to organizational configurations. Results reveal the presence of three distinct configurations, which we named collaborative ET, centric ET, and professional ET.

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Founder Inventors and their Investors: Implications for Firm Survival and Growth

Cited by 4 publications

References 0 publications

The organizational design of entrepreneurial ventures

The organizational design of entrepreneurial ventures

Absorbing Partner Knowledge in R&D Collaborations – The Influence of Founders on Absorptive Capacity

On the organizational design of entrepreneurial ventures: the configurations of the entrepreneurial team

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