Technologiebasierte Spin-offs – Ein Forschungsüberblick zu Einflussgrößen ihrer Entwicklung

Schmidt, Arne; Heinrichs, Simon; Walter, Achim

doi:10.1007/s11573-011-0466-7

Cited by 6 publications

(5 citation statements)

References 132 publications

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“…Ventures based on high imitation barriers have a stronger leverage to implement and diffuse their green technologies and realize higher benefits for the environment. This result adds to research on the role of technology attributes on business performance of young firms (Schmidt et al, 2011) by focusing on the impact of imitation barriers from a sustainability perspective.…”

Section: Key Findings and Implicationsmentioning

confidence: 90%

The impact of protectability and proactiveness on the environmental performance of new ventures

Dickel¹

2017

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Purpose Building on the natural resource-based view, this paper aims to explore the effects of technological protectability and proactiveness on new ventures’ environmental performance. Design/methodology/approach Data from 150 clean-technology ventures are analyzed using hierarchical and logistic regression analyses. Findings Empirical findings show that both protectability and proactive behavior increase environmental performance. Results further indicate a negative but not significant moderator effect of proactiveness on the protectability – environmental performance relationship. Research limitations/implications The research has been limited to clean-technology ventures. Findings provide empirical evidence on the link between proactiveness, a key dimension of entrepreneurial orientation, and environmental performance. The study further contributes to sustainable entrepreneurship research by showing that higher ecological gains can be achieved by proactive firms that are based on protected technologies. Practical implications The study provides a deeper understanding of the success factors of young firms with regard to their environmental impact. Findings suggest that policy makers and investors can use protectability and proactiveness as key characteristics to evaluate and foster a venture’s ecological potential. Originality/value The paper adds to existing literature on sustainable entrepreneurship by establishing a relationship between protectability, proactiveness and environmental performance.

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Section: Key Findings and Implicationsmentioning

confidence: 90%

The impact of protectability and proactiveness on the environmental performance of new ventures

Dickel¹

2017

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“…Against this background, for the development of the MM, the success factors that have been recognized in previous research were first brought together and assigned to the three perspectives -technology, market and founder (Table 1). (Dickel, 2009;Schmidt, Heinrichs, & Walter, 2011) high level of innovation patentability (Poponi, Braccini, & Ruggieri, 2017;Nerkara & Shaneb, 2003;Preston, 2001;Hasenauer, 2014;Hemer, Berteit, Walter, & Göthner, 2006) clear technology differentiation (Shane, 2004;Hemer, Berteit, Walter, & Göthner, product orientation (Roberts, 1991) wide range of applications (Shane, 2004) high growth industry (Helm & Mauroner, 2007) good availability of qualified employees (Helm & Mauroner, 2007) MARKET market research and analysis (Hemer, Berteit, Walter, & Göthner, 2006;Dickel, 2009;Helm, Mauroner, Dowling, & Pöhlmann, 2013;Cleyn, Jacoby, & Braet, 2009;Zahradnik, Leitner, Raunig, Dömötör, & Jung, 2020) advanced product marketing and sales strategy definition (Hemer, Berteit, Walter, & Göthner, 2006;Cleyn, Jacoby, & Braet, 2009) FOUNDER personality and motivation: achievement motive, self-reliance, leadership, tolerance of ambiguity, creativity/curiosity, internal control conviction, assertiveness, passion, learning orientation, personal commitment, willingness to take risks, etc. (Bigliardi, Galati, & Verbano, 2013;Fallgatter, 2002;Oberländer, 2017;Cromie, 2000;Jacobsen, 2006;Shane, 2004); (Hemer, Berteit, Walter, & Göthner, 2006;Bernhard, 2009;Poponi, Braccini, & Ruggieri, 2017;…”

Section: Success Factors: Technology -Market -Foundermentioning

confidence: 99%

“…social skills, start-up preparation, high education level, industry/practical experience, etc. (Hemer, Berteit, Walter, & Göthner, 2006;Vihervuori, 2017;Hossinger, Chen, & Werner, 2019;Nielsen, 2014;Dowling, 2003); (Schmidt, Heinrichs, & Walter, 2011;Unger, Rauch, Frese, & Rosenbusch, 2011;Davidsson & Honig, 2003) team structure and culture:…”

Section: Success Factors: Technology -Market -Foundermentioning

confidence: 99%

“…researchers and non-researchers), good chemistry, good/healthy team culture, etc. (Hemer, Berteit, Walter, & Göthner, 2006;Egeln, Gottschalk, Rammer, & Spielkamp, 2002;Ben-Hafaïedh & Cooney, 2017;Bigliardi, Galati, & Verbano, 2013;Bernhard, 2009); (Schmidt, Heinrichs, & Walter, 2011;Vihervuori, 2017;Ecker & Gassler, 2016;Schleinkofer, 2013;Poponi, Braccini, & Ruggieri, 2017); (Hossinger, Chen, & Werner, 2019)…”

Section: Success Factors: Technology -Market -Foundermentioning

confidence: 99%

“…A team culture based on respect, trust and partnership is therefore indispensable. (Hemer, Berteit, Walter, & Göthner, 2006;Bernhard, 2009;Schmidt, Heinrichs, & Walter, 2011) I&S includes success indicators related to the spin-off's relationship with the parent organisation (PO). An obstacle to the positive development of a spin-off can be, e.g., a poor, unregulated or too close relationship with the PO (Semadeni & Canella, 2011).…”

Section: Iterative Maturity Model Developmentmentioning

confidence: 99%

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Proposal of a Holistic Maturity Model for Technology, Market and Founders

Foro¹,

Tuppinger²

2023

jebi

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Academic spin-offs are a particularly efficient form of exploiting scientific knowledge. The premises for a promising spin-off are that the technology is soundly founded and the market strategy is carefully considered and solidly planned. Also, the founder profile should prove personal, professional and entrepreneurial aptitudes. Maturity models (MM) can serve as guidelines that support founders in overcoming the discrepancy between the actual and target state in the spin-off process. However, none of the existing MM that has been identified, covers all these three aspects: technology, market and founder. The MM described in this paper should close this gap. The developed MM comprises nine levels and is described by three dimensions: technology, market and founder. The MM is structurally built on two models, Technology Readiness Levels and Market Readiness Levels. The dimension "Founder" is divided into four sub-dimensions (personality & motivation, skills & network competencies, team structure & culture and image & support from the university) for which proven success factors were used. The MM was checked for completeness and sequence logic and adapted. Finally, an assessment tool was developed, which was then tested and evaluated - together with the MM - by selected experts. The validation demonstrated a high level of applicability and practical relevance. However, limitations of the MM also became apparent during the evaluation, which offer starting points for further development of the model and the assessment tool. Also, the MM must be empirically checked based on the quality criteria that have been worked out (relevance, objectivity, etc.).

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Management-Herausforderungen in der frühen Entwicklung junger Unternehmen und deren Einfluss auf das Überleben akademischer Spin-offs

Schüler

Heitkamp

2013

Fallstudien Zur Gründung Und Entwicklung Innovationsorientierter Unternehmen

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Technologiebasierte Spin-offs – Ein Forschungsüberblick zu Einflussgrößen ihrer Entwicklung

Cited by 6 publications

References 132 publications

The impact of protectability and proactiveness on the environmental performance of new ventures

The impact of protectability and proactiveness on the environmental performance of new ventures

Proposal of a Holistic Maturity Model for Technology, Market and Founders

Management-Herausforderungen in der frühen Entwicklung junger Unternehmen und deren Einfluss auf das Überleben akademischer Spin-offs

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