| 1. |
- Gifford, Ethan, et al.
(författare)
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The role of founder knowledge in the survival and growth of knowledge intensive new ventures
- 2018
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Ingår i: 17th International Joseph A. Schumpeter Society Conference: "Innovation, Catch-up, and Sustainable Development.
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Konferensbidrag (övrigt vetenskapligt/konstnärligt)abstract
- This paper examines the impacts of three types of founder and founder team knowledge on the survival and growth of knowledge-intensive new ventures: entrepreneurial, same-industry, and academic work knowledge. We utilize unique survey data of young, small European firms across sectors, which have been matched with data on subsequent firm performance. In terms of likelihood of survival, our results indicate the importance of previous entrepreneurial work knowledge and same-industry work knowledge. In terms of growth, our results using quantile regression indicate that both entrepreneurial work knowledge and academic work knowledge from previous work experience are positively associated with high growth rates, whereas results for same-industry work knowledge are mixed.
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| 2. |
- Gifford, Ethan, et al.
(författare)
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Variety in founder experience and the performance of knowledge-intensive innovative firms
- 2021
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Ingår i: Journal of evolutionary economics. - : Springer Science and Business Media LLC. - 0936-9937 .- 1432-1386. ; 31:2, s. 677-713
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Tidskriftsartikel (refereegranskat)abstract
- This article contributes with an analysis of the specific linkages between knowledge, innovation and entrepreneurship for industrial dynamics, within the emerging literature upon knowledge-intensive innovative entrepreneurial (KIE) firms. We find a distinct variety in the usefulness of different types of founder experience (single or teams) in the performance of entrepreneurial firms. This variety affects selection in the economy, as measured by the performance of firms in a two-stage process – namely first by analyzing survival over time and then of high growth rates. We do so in order to consider averages/probabilities in the population using Cox regression as well as of the outliers, using quantile regression. We find that on one hand, founders having previously started firms or worked in the same industry are more likely to survive. On the other hand, very high-growth firms have founders who previously started firms or worked in universities. Combining different types of founder experience in KIE firms has a consistently positive relationship with performance both in terms of survival and of growth. Our interpretation is that the variety of founder experience affect selection processes and opportunity recognition in KIE firms and thereby fundamentally affect whether, and to what extent, entrepreneurial actions lead to industrial transformation.
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| 3. |
- McKelvey, Maureen, 1965, et al.
(författare)
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Collaborative Strategies: How and Why Academic Spin-offs Interact with Engineering University Centers
- 2013
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Ingår i: How Entrepreneurs Do What they Do: Case Study of Knowledge Intensive Entrepreneurship / McKelvey, M. and A.H. Lassen (eds.). - Cheltenham, U.K. : Edward Elgar Publishers. - 9781781005491 ; , s. 34-47
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Bokkapitel (refereegranskat)abstract
- This chapter follows the management and development of two KIE ventures that are academic spin-offs, in relation to collaborative strategies. The perspective is on how and why academic spin-offs continue to engage in collaborative strategies with engineering centers located at the university. The KIE ventures use the centers to access scientific and technological knowledge, as expected, but they also are interested in accessing other resources and networks to help further develop their research, product and market development. The key message is that networks with research centers at the university help shape the venture. Even after the founding phase, these KIE ventures can use collaborative strategies for research to access resources and ideas – involving scientific and technological knowledge but also market and business knowledge. The results of the chapter help us understand in particular how the venture needs to continue to access resources and ideas, even during the management and development phase of the KIE conceptual model. The KIE ventures are academic spin-offs, heavily involved in the development of technologies, and yet they greatly benefit from these university networks to access market knowledge from other, established firms, and to access business knowledge through the recruitment of experienced managers.
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| 4. |
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| 5. |
- McKelvey, Tomas, 1966, et al.
(författare)
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Creating innovative opportunities through research collaboration: An evolutionary framework and empirical illustration in engineering
- 2015
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Ingår i: Technovation. - : Elsevier BV. - 0166-4972. ; 39-40, s. 26-36
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Tidskriftsartikel (refereegranskat)abstract
- This paper analyses the creation of innovative opportunities through research collaborations. It contributes by (i) providing an evolutionary conceptual framework for the formation and exploitation of innovative opportunities through research collaboration; and by (ii) providing an empirical illustration of this framework by applying it to a case study of firms׳ research collaboration taking place in university–industry research centers in engineering. The evolutionary framework developed specifically focuses on the generation of novelty and variety and on selection pressures as key for the creation of opportunities. It also emphasizes the differences between small and large firms when it comes to role of research collaboration for opportunity creation. Empirically, we illustrate that firms in general focus more on the generation of variety in the form of (fundamental) knowledge, than on research collaboration leading directly to the formation and exploitation of opportunities. For large firms, the focus is rather to transfer this created variety back to the firm, to use for inputs into the in-house creation of opportunities. In contrast, small firms focus instead on using research collaboration to generate and develop knowledge about customer needs in order to create market opportunities, especially through networking with large firms participating in the collaboration.
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