Typologies of bootstrap financing behavior in small ventures

Malmström, Malin

doi:10.1080/13691066.2013.863064

Cited by 34 publications

(37 citation statements)

References 68 publications

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“…In particular, studies emphasize the advantage for "resource poor" small-and medium-sized enterprises (SMEs) that gain access to other organizations' innovation capacity and paths to commercialization. Further, since the commercial success of innovations is often time lagged to when the financing for the innovation work is needed, participating in interorganizational collaborations may be beneficial (Malmström 2014). Such collaborations may be particularly beneficial to SMEs since traditional financiers are rarely willing to fund SMEs in their early innovation work as it may take several years before the innovations provide any return on the financiers' investments.…”

Section: Literature Review and Theoretical Perspectivementioning

confidence: 95%

Social exchange in collaborative innovation: maker or breaker

Malmström

Johansson

2015

J Innov Entrep

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Collaborations in innovation work between competitors have become a common practice in the information and communication technology sector (ICT), and substantial investments are made in such collaborations. Significant rationales for these collaborations include the high expectations placed on rapid and front-edge technology development and business exploitation. However, there is often a failure to reach the expected outcomes of such collaborations. This may be explained not only by the challenges and obstacles in technology development but also by the social relations within the collaborations. The purpose of this study is to explore the role of social exchange in the outcomes of early-stage innovation collaborations. More specifically, we explore the social facilitators of exchange and how such facilitators may influence collaboration outcomes. Social exchange theory is used for this purpose. This longitudinal study is based on a 3-year collaboration project for innovation using qualitative methods (29 interviews, observations of 7 project meetings). Three phases of social exchange in the collaboration are empirically identified: the dating phase, brainstorming phase, and decision phase. Three social facilitators of social exchange within these phases are conceptualized: trust, commitment, and congruence. Further, direct contacts are conceptualized as a social accelerator fueling these social facilitators. This study advances understanding of social facilitators in social exchange and their significance with regard to success/ failure outcomes. Risks of lock-in situations in collaborations for innovation are outlined in a knowledge exchange paradox.

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Section: Literature Review and Theoretical Perspectivementioning

confidence: 95%

Social exchange in collaborative innovation: maker or breaker

Malmström

Johansson

2015

J Innov Entrep

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“…In Europe, the EU Framework Programmes, with regard to R & D and innovation, nevertheless have not been able to deal with competitiveness (Luukkonen 1998). Given the entrepreneurial aspirations in terms of competitiveness and growth, various routes for obtaining resources and funding sources of the activities are still to be found (Malmström 2014).…”

Section: Funding Opportunitiesmentioning

confidence: 99%

Networks of Innovation and Competitiveness: A Triple Helix Case Study

2014

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This paper aims to study the knowledge and technology transfer processes taking place in cooperation between academia and industry cooperation through an EUfunded R & D project. We follow a qualitative research methodology through a case study, incorporating interviews with the institutional actors involved (university, industry and government) in the cooperation project. While this study is limited to a case study, it does, however, highlight the importance of Triple Helix networks in order to develop research, development and innovation (RDI) initiatives and their commercialization and correspondingly enabling the identification of both potential opportunities and constraints in the process. Through the practical perspective of a successful Triple Helix cooperation case study, we were able to develop an innovative and continuous olive harvesting machine in order to satisfy a real need in the Mediterranean market. Inserted within the context of the triangulation of the Triple Helix model, this paper demonstrates the importance of RDI cooperation networks and the consequent commercialization of new tradable products with positive consequences to regional competitiveness.

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“…The stocks and flows of a firm's tangible and intangible assets are organised according to the firm's strategy, which is the organisation's operative rationale to achieve its goals, coordinated by a firm's management processes to build and leverage competences. In the small firm, this means that competence acquisition is motivated by managers' perceptions of strategic gaps between the firm's current stocks and flows of assets and capabilities and the stocks and flows they believe they need to achieve the firm's goals in its competitive environment (Malmström, 2014;Malmström, Johansson and Wincent, 2015). Managerial perceptions of strategic gaps therefore lead to changes in each firm's strategic actions (Sanchez, Heene and Thomas, 1996;Heene, 1997a, 1997b).…”

Section: Theoretical Backgroundmentioning

confidence: 99%

Accounting knowledge in innovative firms - direct contacts with external auditors for strategic actions

Blomkvist

Johansson

Malmström

2016

IJMFA

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Managers' use of auditors in decision processes is well known in the accounting literature, but little is known about owner-managers in innovative firms and their acquisition of accounting knowledge through direct contacts with external auditors. We conducted a multiple embedded study of exploratory character based on 21 interviews with owner-managers and external auditors connected to six innovative firms. We show that owner-managers in innovative firms apply informal management control in early phases of the innovation process and thus also rely heavily on external auditors for such purposes. However, management's acquisition of accounting knowledge may contribute over time to the development of a more formalised control system as their competence increases. This study suggests that a competence-based view may be useful for understanding the role of accounting and external auditors in innovative firms' management control systems.Keywords: accounting knowledge; external auditor; innovative firm; strategic action.Reference to this paper should be made as follows: Blomkvist, M., Johansson, J. and Malmström, M. (2016) 'Accounting knowledge in innovative firms -direct contacts with external auditors for strategic actions', Int.

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Typologies of bootstrap financing behavior in small ventures

Cited by 34 publications

References 68 publications

Social exchange in collaborative innovation: maker or breaker

Social exchange in collaborative innovation: maker or breaker

Networks of Innovation and Competitiveness: A Triple Helix Case Study

Accounting knowledge in innovative firms - direct contacts with external auditors for strategic actions

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