Parent inheritance, founder expertise, and venture strategy: Determinants of new venture knowledge impact

Basu, Sandip; Sahaym, Arvin; Howard, Mykie; Boeker, Warren

doi:10.1016/j.jbusvent.2014.06.002

Cited by 53 publications

(60 citation statements)

References 73 publications

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“…While various activities that entrepreneurial founders engage in have been explored (e.g., Yang & Gabrielsson, 2017;Florian., Zapkau, Schwens, Steinmetz & Kabst, 2015;Basu, Sahaym, Howard & Boeke , 2015;Dunkelberg, Moore, Scott & Stull, 2013;Ciravegna, Majano & Zhan, 2014;Gabrielsson & Gabrielsson, 2013), the knowledge transformation activities they undertake to take their new firms into international markets is under-examined. Hence, the research question that guides this study is: How do the entrepreneurial founders of B-to-B firms acquire, transform and deploy strategic knowledge resources in their firms to enable early entry into international markets?…”

Section: Introductionmentioning

confidence: 99%

Capabilities development and deployment activities in born global B-to-B firms for early entry into international markets

Weerawardena

Mort

Liesch

2019

Industrial Marketing Management

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Section: Introductionmentioning

confidence: 99%

Capabilities development and deployment activities in born global B-to-B firms for early entry into international markets

Weerawardena

Mort

Liesch

2019

Industrial Marketing Management

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“…We coded the impact dependent variable by considering the number of 5‐year external forward citations generated by the patents of the focal firm in a specific year. This measure has often been used in prior research to reflect the quality or overall impact of developed knowledge (e.g., Basu et al, ). The results of this analysis are tabulated in Table (Model 2).…”

Section: Resultsmentioning

confidence: 99%

Collaboration and informal hierarchy in innovation teams: Product introductions in entrepreneurial ventures

Lahiri

Pahnke

Howard

et al. 2019

Strategic Entrepreneurship

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Research Summary Although stars may be particularly innovative, building teams to collaborate with them can be difficult. Coordinating efforts between stars and non‐stars may be especially complex in new venture, which rely on informal hierarchy to manage organizational tasks. We investigate how a venture's success at introducing new products may be influenced by the extent to which company founders and star performers are involved in co‐developing new technologies. By analyzing innovation teams within a sector of the medical device industry from 1986 to 2007, we find that combining both star inventors and founder‐inventors on a venture's innovation team may limit product introductions. Our results highlight the importance of organizational design in managing coordination and resource allocation in a venture setting and suggest important boundary conditions when stars may impede, rather than benefit, innovation. Managerial Summary Designing an innovation team can be challenging for new ventures. While the presence of a technologically proficient founder or highly accomplished inventor can significantly bolster a new venture's innovation efforts, our results indicate that these roles must be carefully managed to prevent conflicts between them. Our findings suggest that founders who hire star inventors should establish a clear hierarchy of decision‐making within innovation teams, while also offering greater autonomy to the star inventor in matters concerning innovation leadership and product development. We also suggest that it may be advantageous for founders to hire star inventors with prior experience working in new ventures as opposed to older, established organizations. Overall, our study indicates that new ventures need to exercise caution in hiring and managing star employees.

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“…The degree of technological overlap with parent firms can significantly impact the subsequent knowledge development of a new venture (Basu, Sahaym, Howard, & Boeker, 2015). Whether the possession of influence from both present role and background translates to the formation of technological overlap is ultimately an empirical question that we hope to address through this study.…”

Section: Theorymentioning

confidence: 95%

“…Founders typically come from different parent firms and are likely to have very different experiences and consequent influence when beginning the new venture (Basu et al, 2015). Such differences affect the extent to which a parent firm's technological characteristics are adopted by the new venture (Beckman, 2006).…”

Section: Founder's Experience From the Parent Firmsmentioning

confidence: 99%

The parent's legacy: Firm founders and technological choice

Sahaym

Howard

Basu

et al. 2016

Journal of Business Research

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Parent inheritance, founder expertise, and venture strategy: Determinants of new venture knowledge impact

Cited by 53 publications

References 73 publications

Capabilities development and deployment activities in born global B-to-B firms for early entry into international markets

Capabilities development and deployment activities in born global B-to-B firms for early entry into international markets

Collaboration and informal hierarchy in innovation teams: Product introductions in entrepreneurial ventures

The parent's legacy: Firm founders and technological choice

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