The network of relationships between the economic environment and the entrepreneurial culture in small firms

Minguzzi, Antonio; Passaro, Renato

doi:10.1016/s0883-9026(99)00045-2

Cited by 76 publications

(43 citation statements)

References 46 publications

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“…Such environments help growth-oriented entrepreneurs in two ways. First, a supportive culture within the ecosystem normalises entrepreneurial activities, increasing both the supply of potential entrepreneurs and the number of people willing to accept the risks of working at, investing in, or otherwise supporting new ventures (Minguzzi and Passaro, 2000). Second, entrepreneurs draw resources such as knowledge spillovers, investment capital, and expert mentorship from their ecosystem, increasing their ability to survive and grow (Nijkamp, 2003, Audretsch et al, 2011.…”

Section: Literature Reviewmentioning

confidence: 99%

Developing and governing entrepreneurial ecosystems: the structure of entrepreneurial support programs in Edinburgh, Scotland

Spigel

2016

IJIRD

112

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Researchers and policymakers are increasingly employing the concept of entrepreneurial ecosystems to understand the concentration of high growth ventures in certain regions. Ecosystems represent the economic, social, and policy environment surrounding the entrepreneurship process. Public and privately run entrepreneurship support organisations (ESOs) form a critical part of entrepreneurial ecosystems by providing training and resources to entrepreneurs and new ventures. However, the role of ESOs within ecosystems is poorly understood with little conceptual or empirical discussions about how they contribute to the development of successful entrepreneurial ecosystems. To address this gap this paper employs the concept of institutional thickness to identify the optimum structure of support programs within a region. The role of institutional thickness is explored through an investigation of entrepreneurship support programs aimed at technology entrepreneurs in Edinburgh, UK. 43 ESOs are identified and their actives and types of support they provide analysed. The paper argues that there is the need for a new approach to the role of ESOs within ecosystems that looks beyond a single program but instead embraces a more holistic perspective that sees how they work in conjunction to provide support for firms throughout the venture creation and growth process.

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Section: Literature Reviewmentioning

confidence: 99%

Developing and governing entrepreneurial ecosystems: the structure of entrepreneurial support programs in Edinburgh, Scotland

Spigel

2016

IJIRD

112

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“…Cette proximité particulière des entreprises à forte croissance avait déjà été relevée par Siegel, Siegel et MacMillan (1993). Elle permet de recevoir très rapidement les impulsions du marché pour garder l'avance sur les compétiteurs (Minguzzi et Passaro, 2000) et même influencer l'évolution du marché 20 . Elle constitue la première variable discriminante dans l'étude britannique sur le sujet (Storey, 1995 Pour certaines entreprises, ce contact direct s'établit par des visites régulières des clients (48 %), y compris dans le cas de l'exportation, même ces visites sont alors évidemment moins fréquentes.…”

Section: Une Forte Proximité Avec La Clientèleunclassified

Les PME à forte croissance et la métaphore du jazz. Comment gérer l’improvisation de façon cohérente

Julien

2012

ipme

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La métaphore de l’orchestre de jazz semble particulièrement appropriée pour analyser le comportement des PME à forte croissance qui doivent continuellement se réorganiser face à ces changements. Nous avons utilisé cette métaphore dans une étude de 52 cas de PME québécoises à forte croissance. Les résultats montrent qu’au-delà de la croissance même du secteur ou des stratégies de fusion ou d’acquisition, le succès de ces firmes relève non seulement du dynamisme de la direction et des relations particulières qu’elles établissent avec les clients, mais avant tout de la capacité de l’organisation à s’adapter au changement et, donc, de leurs pratiques d’autoréorganisation à mesure que la croissance exige plus de ressources et plus de capacité pour innover et relever ainsi les défis du développement des marchés. C’est pourquoi elles recourent fréquemment aux ressources dans l’environnement, notamment à des conseillers privés et publics, et plusieurs d’entre elles entretiennent des contacts particuliers avec des institutions d’enseignement et de R-D, ce qu’on appelle généralement des réseaux à signaux faibles. Ainsi, elles agissent à la manière d’un orchestre de jazz possédant un leader et des joueurs de grande qualité et profitant du passage de collègues étrangers pour improviser de façon harmonieuse et toujours plus loin dans l’invention, charmant et conservant ainsi un public averti.The jazz band metaphor seems particularly useful in understanding the behaviour of fast growth firms. We used it in case studies of 52 small and medium-sized fast-growth firms in Québec. Beyond the growth of the sector itself, our results show that the success of fast-growth firms (“ gazelles”) depends on their ability to respond to their customers’ needs, to manage change and to reorganize their organization systematically. Their management is experienced and communicative, and the firms have a very strong market orientation, particularly for exporting. However, as with a very good jazz band, the organization of such firms is particularly complex, decentralized, participative and learning in nature, linked by a dynamic and evolutive culture. And, like the better free jazz bands, the firms make use of resources in the environment, including private and public consultants, to innovate and change and also maintain special contacts with higher educational institutions and R-D centres. Such firms therefore act like free jazz bands by taking advantage of visiting players to improvize with greater harmony, to innovate, and to respond with new knowledge to an audience “in the know”.La metáfora de la orquesta de jazz parece especialmente apropiada para analizar el comportamiento de las PyMEs de fuerte crecimiento que deben reorganizarse constantemente ante esos cambios. Nosotros hemos utilizado esa metáfora en el estudio de 52 casos de PyMEs de Quebec de fuerte crecimiento. Los resultados muestran que, independientemente del crecimiento del propio sector o de estrategias de fusiones o de adquisiciones, el éxito de estas empresas proviene no sólo ...

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“…which broaden cognitive horizons, and hence, competitiveness. For example, proximity to the final market and orientation to customer satisfaction, insofar as they mean the ability to take on board and/or anticipate consumer trends and their variability, constitute a learning stimulus (learning from markets) (Minguzzi, Passaro, 2000). Contact with different environments (cultural, social, legal, etc.…”

Section: Relational Learningmentioning

confidence: 99%

Putting supply-chain learning theory into practice: lessons from an Irish case

Sweeney¹,

Evangelista²,

Passaro³

2005

IJKL

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The network of relationships between the economic environment and the entrepreneurial culture in small firms

Cited by 76 publications

References 46 publications

Developing and governing entrepreneurial ecosystems: the structure of entrepreneurial support programs in Edinburgh, Scotland

Developing and governing entrepreneurial ecosystems: the structure of entrepreneurial support programs in Edinburgh, Scotland

Les PME à forte croissance et la métaphore du jazz. Comment gérer l’improvisation de façon cohérente

Putting supply-chain learning theory into practice: lessons from an Irish case

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