Social capital, ICT use and company performance: Findings from the Medicon Valley Biotech Cluster

Steinfield, Charles; Scupola, Ada; López‐Nicolás, Carolina

doi:10.1016/j.techfore.2010.03.004

Cited by 56 publications

(37 citation statements)

References 42 publications

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“…Specifically, this system allows startups to integrate three different bodies of knowledge: project management, organizational learning and entrepreneurship. Steinfield et al (2009) [47] conduct a survey on a sample of 58 Danish and Swedish startups belonging to the Medicon Valley biotech region to explore the use of specific ICTs supporting knowledge management, i.e., collaborative tools to connect with off-premise researchers, intranets to enhance employee access to information and education, online databases for recruitment.…”

Section: Area 2 Knowledge Management Systems Adopted By Startupsmentioning

confidence: 99%

Knowledge Management in Startups: Systematic Literature Review and Future Research Agenda

2017

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This paper conducts a systematic literature review on knowledge management (KM) in the context of startups in order to analyze the state of the art, identify research gaps and define a future research agenda. The main findings highlight that, even though there is an increasing number of papers on the topic of KM in startups, several issues are still neglected. Specifically, the paper identifies four main gaps in the body of literature. The first gap deals with the environmental and socio-political factors influencing the adoption of KM in startups. The second gap regards the lack of a comprehensive taxonomy of knowledge management systems (KMSs) that may support the processes of knowledge creation, acquisition, storage, transfer, sharing and application. This second gap allows us to identify a third gap concerning the level of alignment between startup's strategies and technologies adopted. Finally, the fourth gap deals with the issue of the impact of KM on startup's performances with regard to economic, financial, market, technical, technological, organizational, human and relational performance. From these four gaps, six research questions (RQs) have been proposed. These RQs allow us to identify possible areas of analysis to define a future research agenda. Neglecting these issues means underestimating all the possible advantages of KM adoption for a startup to achieve efficiency, effectiveness and scalability goals.

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Section: Area 2 Knowledge Management Systems Adopted By Startupsmentioning

confidence: 99%

Knowledge Management in Startups: Systematic Literature Review and Future Research Agenda

2017

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“…A strength of large randomised data sets is that they facilitate findings based on many observations, and reduce bias and anecdotal evidence (Gill and Johnson, 2002). Many entrepreneurial researchers develop robust large-scale surveys and view social capital as a process that can be measured (Dakhli and DeClercq, 2004;DeCarolis et al, 2009;Manolova et al, 2007;Martinez-Fernandez, 2006, 2010;Maula et al, 2003;Ozgen and Baron, 2007;Steinfield et al, 2010;Wu et al, 2008). In their seminal large-scale survey, Davidsson and Honig (2003) demonstrate the positive influence of business networks, start-up teams, family and friends on screening opportunities.…”

Section: Entrepreneurial Social Capital and The Dualist Dividementioning

confidence: 99%

Entrepreneurial social capital research: resolving the structure and agency dualism

Lee

Jones

2015

Int Jrnl of Ent Behav & Res

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Access to this document was granted through an Emerald subscription provided by 198285 [] For AuthorsIf you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation.

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“…Relationships are embedded in a social structure (Granovetter, 1985), and time complex personal and organizational structures evolve between firms. Some studies argue that social relationships (Scupola et al, 2010) and managers" personal ties play a crucial role in developing these network relationships (Carmona-Lavado et al, 2010). Personal ties are important in multiple ways, such as providing access to external resources that could be used to gain competitive advantage (Moran, 2005).…”

Section: Social Capitalmentioning

confidence: 99%

Social Capital and Dynamic Capability Driving Competitive Advantage: The Moderating Role of Corporate Governance

Ou¹,

Hsu²,

Ou³

2015

IBR

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In the search for factors that drive competitive advantage, this paper develops a framework that links a firm"s capabilities and resources to its competitive advantage. The notion of governance is used as a supervisory mechanism for an organization"s sources of competitive advantage. In light of empirical advancement, this paper examines panel data of 250 high technology firms from 2001 to 2009. The findings demonstrate that the impact of dynamic capability for production on competitive advantage is positive. However, the dynamic capability for R&D does not have a significant effect. Moreover, the social capital to build network relationships with a firm"s partners emerges as essential in achieving competitive advantage. We also find that governance moderates the impact of dynamic capability and social capital on competitive advantage. The findings of this study have important management implications. Limitations of the study are considered and future research directions are identified.

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Social capital, ICT use and company performance: Findings from the Medicon Valley Biotech Cluster

Cited by 56 publications

References 42 publications

Knowledge Management in Startups: Systematic Literature Review and Future Research Agenda

Knowledge Management in Startups: Systematic Literature Review and Future Research Agenda

Entrepreneurial social capital research: resolving the structure and agency dualism

Social Capital and Dynamic Capability Driving Competitive Advantage: The Moderating Role of Corporate Governance

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