Spawned with a silver spoon? Entrepreneurial performance and innovation in the medical device industry

Chatterji, Aaron

doi:10.1002/smj.729

Cited by 424 publications

(369 citation statements)

References 27 publications

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“…In this sense IHC enables the development of strong social ties (Chatterji 2009;Walske and Zacharakis 2009) not only with direct stakeholders of the firm (employees, investors, etc.) but also with individuals and other firms up and down the value chain, such as customers, suppliers, competitors and other industry participants (Shane and Stuart 2002;De Tienne and Cardon 2012).…”

Section: H1a: Entrepreneurship Human Capital (Ehc) Of the Usu Foundinmentioning

confidence: 99%

“To have and have not”: founders’ human capital and university start-up survival

et al. 2013

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This is an accepted version of a paper published in Journal of Technology Transfer. This paper has been peer-reviewed but does not include the final publisher proof-corrections or journal pagination.Citation for the published paper: Criaco, G., Minola, T., Migliorini, P., Serarols-Tarrés, C. AbstractIn order to preserve innovation, knowledge development and diffusion, as well as the transfer of new technologies, the emergence of University Start-Ups (USU) and their survival as a particular dimension of performance represents a relevant research topic. As USU generally have scarce initial resources, the human capital of their founders is one of their main business assets. Although the survival of such firms is supposed to be heavily dependent on the human capital characteristics of their founders, this has not received enough attention in existing research. In this paper we investigate the contribution of founders' specific human capital characteristics to the survival of USU, building on Gimeno et al. (Adm Sci Q 42:750-783, 1997) threshold model of entrepreneurial exit. We divide USU founders' specific human capital into three components (entrepreneurship, industry and university) in order to better understand its impact on firm survival. Our theoretical model is empirically tested on a unique sample of Catalan USU through a logistic regression analysis.Coherently with our theoretical reasoning, the results show that industry human capital negatively affect USU survival, while university human capital and entrepreneurship human capital enhance the likelihood of USU survival.

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Section: H1a: Entrepreneurship Human Capital (Ehc) Of the Usu Foundinmentioning

confidence: 99%

“To have and have not”: founders’ human capital and university start-up survival

et al. 2013

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“…Since successful companies have accumulated a rich knowledge base (Klepper and Sleeper 2005;Klepper 2001), it can be assumed that ventures originating from such firms have superior initial knowledge endowments as compared to ventures of less successful spawning companies. In other words, depending on their origin, some ventures have a knowledge advantage at birth, which can have long-lasting effects on their performance (Agarwal et al 2004;Chatterji 2009;Klepper and Sleeper 2005;Stinchcombe 1965). This implies that ventures which have been spawned by successful companies are likely to be successful themselves (cf.…”

Section: Theory and Research Questionsmentioning

confidence: 99%

“…The public image of entrepreneurship is shaped by talented individuals who lack education and work experience but still manage to found highly successful and world-renowned companies (Chatterji 2009). Famous examples include Bill Gates, Steve Jobs and Sir Richard Branson who have all become self-made billionaires (Miller and Kroll 2010).…”

Section: Introductionmentioning

confidence: 99%

“…Since most previous studies on the determinants of entrepreneurial spawning focus on specific sectors (e.g. Agarwal et al 2004;Klepper and Sleeper 2005;Franco and Filson 2006;Chatterji 2009) or on samples that are selected according to specific criteria (e.g. only publicly listed venturecapital backed spawned ventures, see Gompers et al 2005; or only on spawned ventures created by entrepreneurs with a degree in science or engineering, see Elfenbein et al 2010) we make use of the rich information we have and re-investigate the effect of firm size and performance on the rate at which new ventures are spawned in the Netherlands.…”

Section: Introductionmentioning

confidence: 99%

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Is success hereditary? Evidence on the performance of spawned ventures

et al. 2011

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A common phenomenon in entrepreneurship is that employees turn away from employment to found their own businesses. Prior literature discusses the former employers' characteristics that influence the creation of entrepreneurial ventures. An investigation of whether these characteristics also affect the success of the spawned ventures is missing so far. This paper contributes to the literature by showing that entrepreneurial ventures spawned by well performing firms are financially more successful than ventures stemming from poorly performing firms. This suggests that spawned entrepreneurs are able to exploit valuable knowledge from their previous employers which impacts their ventures' performance positively. The analysis is based on a linked employee-employer data set for the Netherlands for the period 1999-2004.

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“…Spinoffs have begun to receive special attention in the literature in recent years due to their central role in the evolution of a number of new industries and industrial clusters particularly early in their life cycles (for an overview, see Klepper, 2009). This class of market entrants spurred the formation and growth of several well researched industries, such as semiconductors (Brittain and Freeman, 1986), automobiles (Klepper, 2002), biotechnology (Stuart and Sorenson, 2003), tires (Buenstorf and Klepper, 2009), disk drives (Agarwal et al, 2004), lasers (Klepper and Sleeper, 2005), and medical services (Chatterji, 2009). …”

Section: Introductionmentioning

confidence: 99%

A corporation’s culture as an impetus for spinoffs and a driving force of industry evolution

2013

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In infant industries, a great share of new market opportunities is depleted by firms that spinoff from incumbents. A model emphasizing the relation between incumbents' evolving corporate cultures and the generation of spinoffs explains this regularity in industry evolution. Organizations reach a critical size that entails the collapse of a cooperative culture and triggers the exodus of personnel founding own firms. Thereby, organizations with a cooperative culture active in a dynamic business environment provide ideal training grounds for potential founders. We relate our findings to empirical evidence on developmental patterns in industries, such as genealogies and performance of spinoffs.

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Spawned with a silver spoon? Entrepreneurial performance and innovation in the medical device industry

Cited by 424 publications

References 27 publications

“To have and have not”: founders’ human capital and university start-up survival

“To have and have not”: founders’ human capital and university start-up survival

Is success hereditary? Evidence on the performance of spawned ventures

A corporation’s culture as an impetus for spinoffs and a driving force of industry evolution

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