Identifying new dimensions of business incubation: A multi-level analysis of Karolinska Institute's incubation system

Baraldi, Enrico; Havenvid, Malena Ingemansson

doi:10.1016/j.technovation.2015.08.003

Cited by 101 publications

(89 citation statements)

References 73 publications

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“…Within these constraints, we maximized variation, which is particularly important when the population under study is heterogeneous, as is the case with incubators (Barbero et al, 2014;Pauwels et al, 2016). Incubators may provide a different mix of resources, depending on their specific industry focus (Baraldi and Havenvid, 2016;Schwartz and Hornych, 2008). Whereas start-ups in science based industries (such as life sciences or clean tech) require access to specialized equipment and technological knowledge, these resources may be superfluous for software start-ups.…”

Section: Research Design and Case Descriptionmentioning

confidence: 99%

You can't always get what you want: How entrepreneur's perceived resource needs affect the incubator's assertiveness

2017

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A possible explanation for the disappointing performance of incubators is that start-ups do not take full advantage of the resources offered by the incubator. In explaining the low usage of the incubator's resources, existing studies neglect that incubated entrepreneurs may not be aware of the gaps in their resource base. Using qualitative data from six European incubators, we identify start-ups' resource needs as perceived by incubator staff and by entrepreneurs. Further, we explore the implications of differences in perceptions for the incubator's assertiveness. We find that entrepreneurs are unable to use the incubator's resources to develop missing intangible resources: entrepreneurs are not aware of their resource gaps, hesitant to step out of their comfort zone, and primarily short-term oriented. In order to ensure that start-ups develop a comprehensive resource base, incubators supporting early stage startups were found to take an assertive strategy, creating self-awareness among entrepreneurs, and encouraging them to make use of the incubator's resources. Our study adds to current incubator literature by providing a more comprehensive explanation for the low usage of the incubator's resources, by identifying circumstances under which an assertive strategy is desirable and by exploring the practices through which an assertive strategy can be implemented.

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Section: Research Design and Case Descriptionmentioning

confidence: 99%

You can't always get what you want: How entrepreneur's perceived resource needs affect the incubator's assertiveness

2017

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“…As aceleradoras firmaram-se como importantes atores por gerarem valor as startups de uma maneira que, até então, não havia sido feito por outras organizações. A aceleração é um processo interativo e dinâmico de criação de valor para empreendimentos iniciantes, com foco em específico em um modelo chamado de startups, como também para outros atores do ecossistema de empreendedorismo -investidores e grandes corporações -por meio da inserção de recursos -mentoria, rede de contatos, investimento semente -em etapas determinadas do estágio de desenvolvimento, visando à redução de riscos e a mitigação de incertezas dos envolvidos diretamente nesse processo (DILTS; HACKETT, 2004aHACKETT, , 2004bBERGEK;NORMAN, 2008;BRUNEEL et al, 2012;BARALDI;HAVENVID, 2015;CLARYSSE et al, 2015). A aceleração é gerida e operacionalizada por uma organização chamada de aceleradora (HOCHEBERG, 2014 (COHEN;HOCHBERG, 2014).…”

Section: O Fenômeno Das Startups E Sua Relação Com As Aceleradorasunclassified

Arquétipos De Aceleradoras De Startups: Proposição De Uma Ferramenta Analítica

Maruyama¹,

Salerno²

2017

Blucher Design Proceedings

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RESUMOAs aceleradoras de startups são um fenômeno global de apoio a empreendimentos iniciantes, em especial, aqueles intensivos em inovação, conhecidos como startups. Apesar da grande disseminação dessas organizações, carece-se de observações quanto as formas de aceleração. Assim, o objetivo principal deste estudo é evidenciar os elementos que constituem e diferenciam os modelos de aceleração de acordo com os arquétipos existentes de aceleradoras descritos na literatura. A revisão de literatura foi feita a partir de banco de dados científicos, dados oficiais de governos, fundações, revistas e páginas web especializadas, nacionais e internacionais, com o intuito de fundamentar a análise no arcabouço teórico existentes como também constituir um quadro analítico para caracterização de diferentes arquétipos e sugerir encaminhamentos para estudos futuros.Palavras chave: aceleradora; modelo de aceleração; arquétipos de aceleradoras; startups. Área: Inovação e a gestão do desenvolvimento de produtos e serviços em empresas no Brasil

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“…In 2017, there were 7,000 (van Weele, van Rijnsoever & Nauta, 2017). This growing number of incubators is partly behind the dynamism found in the business support industry (Baraldi and Ingemansson Havenvid, 2016;Lamine, Mian, Fayolle, Wright, Klofsten & Etzkowitz, 2016;Vanderstraeten and Matthyssens, 2012) and, as a result, increasing competition between business support structures. Incubators are now in competition with n ew organizations that propose more fashionable incubation models, particularly for the most recent of them (acceleration 2 , coworking 3 , mentoring 4 , etc.)…”

Section: Introductionmentioning

confidence: 99%

“…Incubators are now in competition with n ew organizations that propose more fashionable incubation models, particularly for the most recent of them (acceleration 2 , coworking 3 , mentoring 4 , etc.) (Baraldi and Ingemansson Havenvid, 2016;Garrett, Spreitzer & Bacevice, 2017;Lamine et al, 2016;Pauwels, Clarysse, Wright & V an Hove, 2016). The latter correspond to the expectations of entrepreneurs who are increasingly moving away from traditional incubation (Fielden and Hunt, 2012).…”

Section: Introductionmentioning

confidence: 99%

Business model innovation in incubators: the role played by dynamic capabilities theory

Maus¹,

Sammut²

2018

Proceedings

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In an increasingly competitive business support industry, incubators are faced with a range of threats. On the one hand, public financiers are reducing the funds allocated and, on the other, entrepreneurs are moving away from "traditional" incubation for more fashionable rival incubation models (such as acceleration, mentoring and coworking for example). In order to better adapt to this turbulence, incubators are bringing about doing business model innovation. To understand how business support structures adapt continuously to their environment, or even to simply get ahead of the competition, we have used the dynamic capabilities theory. A single, longitudinal case study, carried out over a period of 14 months and composed of 34 interviews, revealed that two dynamic capabilities have been created: one to develop the incubation model, and one to integrate partners into the incubator. Thanks to these capabilities, we demonstrate that incubators have triggered a transformation process of business model innovation based on a combination of several business support models. A new generation of incubator business model seems to be emerging, particularly through the development of entrepreneurial behavior in incubators, which are becoming like any other business.

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Identifying new dimensions of business incubation: A multi-level analysis of Karolinska Institute's incubation system

Cited by 101 publications

References 73 publications

You can't always get what you want: How entrepreneur's perceived resource needs affect the incubator's assertiveness

You can't always get what you want: How entrepreneur's perceived resource needs affect the incubator's assertiveness

Arquétipos De Aceleradoras De Startups: Proposição De Uma Ferramenta Analítica

Business model innovation in incubators: the role played by dynamic capabilities theory

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