Pub Date : 2019-11-07DOI: 10.1093/oxfordhb/9780190633899.013.10
Michael B. Heeley, David R. King
The number of options owners of intellectual property confront in how best to exploit the inherent value of an innovation has expanded. New strategies for exploitation have developed in response to the greater fragmentation and overlap of the property rights needed to successfully commercialize new innovations. Although acting independently (go it alone) remains an option and can be enhanced with stealth, collaboration strategies are becoming the norm. The success of a selected collaborative strategy depends largely on a firm achieving or gaining the necessary freedoms to exploit its IP. This chapter reviews the different strategic options and develops a decision framework that can be used to help determine the conditions under which different collaborative strategies are optimal in dealing with fragmented property rights. It concludes by discussing the implications for management practice and research.
{"title":"Collaboration and Intellectual Property","authors":"Michael B. Heeley, David R. King","doi":"10.1093/oxfordhb/9780190633899.013.10","DOIUrl":"https://doi.org/10.1093/oxfordhb/9780190633899.013.10","url":null,"abstract":"The number of options owners of intellectual property confront in how best to exploit the inherent value of an innovation has expanded. New strategies for exploitation have developed in response to the greater fragmentation and overlap of the property rights needed to successfully commercialize new innovations. Although acting independently (go it alone) remains an option and can be enhanced with stealth, collaboration strategies are becoming the norm. The success of a selected collaborative strategy depends largely on a firm achieving or gaining the necessary freedoms to exploit its IP. This chapter reviews the different strategic options and develops a decision framework that can be used to help determine the conditions under which different collaborative strategies are optimal in dealing with fragmented property rights. It concludes by discussing the implications for management practice and research.","PeriodicalId":104025,"journal":{"name":"The Oxford Handbook of Entrepreneurship and Collaboration","volume":"23 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-11-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"127212796","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2019-11-07DOI: 10.1093/oxfordhb/9780190633899.013.2
R. Baron, Keith M. Hmieleski
Entrepreneurs are widely known for their generosity—voluntarily helping others through financial donations, mentoring, and various forms of community involvement. Such contributions are of great social and economic importance, yet little is known about the reasons that entrepreneurs engage in these actions and what factors may influence the occurrence and magnitude of such behavior. To help fill this gap, this chapter draws upon the theory of planned behavior to develop a model that considers both “why” and “when” entrepreneurs are likely to engage in prosocial behavior. Overall, this work extends the study of entrepreneurs’ efforts to generate value in ways that go beyond that which is directly connected to their activities as founders and leaders of their firms. Several avenues for future research on entrepreneurs’ prosocial behavior are suggested.
{"title":"An Intentions-Based Model of Entrepreneurs’ Prosocial Behavior","authors":"R. Baron, Keith M. Hmieleski","doi":"10.1093/oxfordhb/9780190633899.013.2","DOIUrl":"https://doi.org/10.1093/oxfordhb/9780190633899.013.2","url":null,"abstract":"Entrepreneurs are widely known for their generosity—voluntarily helping others through financial donations, mentoring, and various forms of community involvement. Such contributions are of great social and economic importance, yet little is known about the reasons that entrepreneurs engage in these actions and what factors may influence the occurrence and magnitude of such behavior. To help fill this gap, this chapter draws upon the theory of planned behavior to develop a model that considers both “why” and “when” entrepreneurs are likely to engage in prosocial behavior. Overall, this work extends the study of entrepreneurs’ efforts to generate value in ways that go beyond that which is directly connected to their activities as founders and leaders of their firms. Several avenues for future research on entrepreneurs’ prosocial behavior are suggested.","PeriodicalId":104025,"journal":{"name":"The Oxford Handbook of Entrepreneurship and Collaboration","volume":"10 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-11-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"129880458","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2019-11-07DOI: 10.1093/oxfordhb/9780190633899.013.6
M. Feldman, Paige A. Clayton
This chapter examines the relationship between entrepreneurs and the communities in which they are embedded. It argues that the actions of entrepreneurs and their firms are contextually situated in specific geographies that make their actions endogenous in the development of place and define a place-specific institutional logic. This argument is at odds with the view that industry clustering is due to the role of incumbent firms. This chapter reconciles these views by adopting a temporal view, allowing both incumbents and geography to co-occur and influence clustering. It then considers the current evidence of entrepreneurs’ effects on regional resources and capacity, and concludes with suggestions for future research.
{"title":"Institutions and the Embedded Entrepreneur","authors":"M. Feldman, Paige A. Clayton","doi":"10.1093/oxfordhb/9780190633899.013.6","DOIUrl":"https://doi.org/10.1093/oxfordhb/9780190633899.013.6","url":null,"abstract":"This chapter examines the relationship between entrepreneurs and the communities in which they are embedded. It argues that the actions of entrepreneurs and their firms are contextually situated in specific geographies that make their actions endogenous in the development of place and define a place-specific institutional logic. This argument is at odds with the view that industry clustering is due to the role of incumbent firms. This chapter reconciles these views by adopting a temporal view, allowing both incumbents and geography to co-occur and influence clustering. It then considers the current evidence of entrepreneurs’ effects on regional resources and capacity, and concludes with suggestions for future research.","PeriodicalId":104025,"journal":{"name":"The Oxford Handbook of Entrepreneurship and Collaboration","volume":"18 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-11-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"125663328","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2019-11-07DOI: 10.1093/oxfordhb/9780190633899.013.23
Pinar Ozcan, Kerem Gurses
Extant work has identified many aspects of market formation including the mechanisms and processes associated with the origins of new markets and the trajectories of market emergence. However, the critical role of interfirm alliances in the formation of new markets still remains unexplored. This chapter brings forward interfirm alliances as a critical tool for firms to fuel the formation of new markets, which are often characterized by high levels of demand, supply, and regulatory uncertainty. To take a systematic look at the role of alliances in market formation, the chapter first describes the different alliance forms under the general categories of dyadic and multipartner alliances. Within these categories, the chapter discusses the potential impact of the respective alliance type on reducing different levels of uncertainty and catalyzing market emergence. It also provides an extensive discussion of the challenges that firms typically face within each type of alliance with regards to market formation. The chapter concludes with directions for future research in exploring alliances as tools for market formation.
{"title":"Collaborative Market Making","authors":"Pinar Ozcan, Kerem Gurses","doi":"10.1093/oxfordhb/9780190633899.013.23","DOIUrl":"https://doi.org/10.1093/oxfordhb/9780190633899.013.23","url":null,"abstract":"Extant work has identified many aspects of market formation including the mechanisms and processes associated with the origins of new markets and the trajectories of market emergence. However, the critical role of interfirm alliances in the formation of new markets still remains unexplored. This chapter brings forward interfirm alliances as a critical tool for firms to fuel the formation of new markets, which are often characterized by high levels of demand, supply, and regulatory uncertainty. To take a systematic look at the role of alliances in market formation, the chapter first describes the different alliance forms under the general categories of dyadic and multipartner alliances. Within these categories, the chapter discusses the potential impact of the respective alliance type on reducing different levels of uncertainty and catalyzing market emergence. It also provides an extensive discussion of the challenges that firms typically face within each type of alliance with regards to market formation. The chapter concludes with directions for future research in exploring alliances as tools for market formation.","PeriodicalId":104025,"journal":{"name":"The Oxford Handbook of Entrepreneurship and Collaboration","volume":"42 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-11-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"125570854","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2019-11-07DOI: 10.1093/oxfordhb/9780190633899.013.13
Phillip H. Kim, Manuel F. Ramirez, Reddi Kotha
This chapter provides an overview of the technology commercialization process that occurs in research universities. With the assistance of technology transfer offices, inventors and licensing firms enter into collaborations to commercialize new inventions. This chapter highlights the major aspects of these relationships, including why collaborations are likely to stalemate when a party’s self-interest clashes with the overall objective of collaboration. It outlines some possible strategies for avoiding these stalemates to form effective partnerships. The chapter concludes by discussing avenues for future research.
{"title":"Avoiding Collaboration Stalemates in Technology Commercialization","authors":"Phillip H. Kim, Manuel F. Ramirez, Reddi Kotha","doi":"10.1093/oxfordhb/9780190633899.013.13","DOIUrl":"https://doi.org/10.1093/oxfordhb/9780190633899.013.13","url":null,"abstract":"This chapter provides an overview of the technology commercialization process that occurs in research universities. With the assistance of technology transfer offices, inventors and licensing firms enter into collaborations to commercialize new inventions. This chapter highlights the major aspects of these relationships, including why collaborations are likely to stalemate when a party’s self-interest clashes with the overall objective of collaboration. It outlines some possible strategies for avoiding these stalemates to form effective partnerships. The chapter concludes by discussing avenues for future research.","PeriodicalId":104025,"journal":{"name":"The Oxford Handbook of Entrepreneurship and Collaboration","volume":"31 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-11-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"123992033","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2019-11-07DOI: 10.1093/oxfordhb/9780190633899.013.32
Douglas J. Cumming, S. Johan, Yelin Zhang
An important topic in some areas of finance involves syndication, which refers to more than one investor in an investee firm. Investment syndication involves collaboration, particularly where investors are value-added active investors, and there are potential agency problems among syndicated investors. This chapter reviews the literature on collaboration across different sources of entrepreneurial finance. In particular, it considers angel investors, crowdfunding, technology parks, and venture capital and private equity funds. The chapter identifies cases when different types of investors work well together, as well as cases where the evidence indicates collaboration has been less than fruitful. The chapter concluded by identifying avenues for future research.
{"title":"Collaboration in Entrepreneurial Finance","authors":"Douglas J. Cumming, S. Johan, Yelin Zhang","doi":"10.1093/oxfordhb/9780190633899.013.32","DOIUrl":"https://doi.org/10.1093/oxfordhb/9780190633899.013.32","url":null,"abstract":"An important topic in some areas of finance involves syndication, which refers to more than one investor in an investee firm. Investment syndication involves collaboration, particularly where investors are value-added active investors, and there are potential agency problems among syndicated investors. This chapter reviews the literature on collaboration across different sources of entrepreneurial finance. In particular, it considers angel investors, crowdfunding, technology parks, and venture capital and private equity funds. The chapter identifies cases when different types of investors work well together, as well as cases where the evidence indicates collaboration has been less than fruitful. The chapter concluded by identifying avenues for future research.","PeriodicalId":104025,"journal":{"name":"The Oxford Handbook of Entrepreneurship and Collaboration","volume":"26 2 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-11-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"126087006","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2019-11-07DOI: 10.1093/oxfordhb/9780190633899.013.24
R. Ragozzino
This chapter aims to provide a succinct review of the state-of-the-art academic literature on the topic of venture capital firms and their involvement in entrepreneurial ventures. Specifically, the chapter focuses on the relationship between the presence of VC firms and two key entrepreneurial outcomes: (a) strategic alliances, defined as the formation of cooperative agreements with strategic partners for the purpose of advancing the entrepreneurial firm’s competitiveness, and (b) liquidity events, defined as the sale of ownership to the general public through an initial public offering (IPO), or to a specific buyer through an acquisition. The chapter also highlights some key questions that remain unanswered, as well as a few areas of inquiry that challenge our common wisdom and give rise to controversy.
{"title":"The Effects of Venture Capital Firms on Entrepreneurial Firms’ Strategic Alliances and Liquidity Events","authors":"R. Ragozzino","doi":"10.1093/oxfordhb/9780190633899.013.24","DOIUrl":"https://doi.org/10.1093/oxfordhb/9780190633899.013.24","url":null,"abstract":"This chapter aims to provide a succinct review of the state-of-the-art academic literature on the topic of venture capital firms and their involvement in entrepreneurial ventures. Specifically, the chapter focuses on the relationship between the presence of VC firms and two key entrepreneurial outcomes: (a) strategic alliances, defined as the formation of cooperative agreements with strategic partners for the purpose of advancing the entrepreneurial firm’s competitiveness, and (b) liquidity events, defined as the sale of ownership to the general public through an initial public offering (IPO), or to a specific buyer through an acquisition. The chapter also highlights some key questions that remain unanswered, as well as a few areas of inquiry that challenge our common wisdom and give rise to controversy.","PeriodicalId":104025,"journal":{"name":"The Oxford Handbook of Entrepreneurship and Collaboration","volume":"26 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-11-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"125498142","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2019-11-07DOI: 10.1093/oxfordhb/9780190633899.013.25
C. Salvato
This chapter illustrates a multilevel framework to understand the microfoundations of collaboration in entrepreneurship. Early scholars saw the identification and exploitation of entrepreneurial opportunities as an individual endeavor. More recently, researchers started to examine entrepreneurial action as resulting from the collaboration among individuals within a collective such as a nation, an industry, an entrepreneurial ecosystem, a family, a new venture, or an existing company. In this movement toward the identification of higher levels of analysis, the power of macro-level factors tended to prevail in explaining entrepreneurial phenomena. As a result, important details of how individual entrepreneurs and their interactions with other agents shape the emergence of entrepreneurial phenomena are lost. To redress this imbalance, three multilevel mechanisms are introduced to explain the microfoundations of the role collaboration plays in the development of entrepreneurial opportunities. The role of collaboration in each of these mechanisms is illustrated by providing a review of existing studies and detailed directions for future research.
{"title":"Microfoundations of Collaboration in Entrepreneurship","authors":"C. Salvato","doi":"10.1093/oxfordhb/9780190633899.013.25","DOIUrl":"https://doi.org/10.1093/oxfordhb/9780190633899.013.25","url":null,"abstract":"This chapter illustrates a multilevel framework to understand the microfoundations of collaboration in entrepreneurship. Early scholars saw the identification and exploitation of entrepreneurial opportunities as an individual endeavor. More recently, researchers started to examine entrepreneurial action as resulting from the collaboration among individuals within a collective such as a nation, an industry, an entrepreneurial ecosystem, a family, a new venture, or an existing company. In this movement toward the identification of higher levels of analysis, the power of macro-level factors tended to prevail in explaining entrepreneurial phenomena. As a result, important details of how individual entrepreneurs and their interactions with other agents shape the emergence of entrepreneurial phenomena are lost. To redress this imbalance, three multilevel mechanisms are introduced to explain the microfoundations of the role collaboration plays in the development of entrepreneurial opportunities. The role of collaboration in each of these mechanisms is illustrated by providing a review of existing studies and detailed directions for future research.","PeriodicalId":104025,"journal":{"name":"The Oxford Handbook of Entrepreneurship and Collaboration","volume":"159 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-11-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"133491134","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2019-11-07DOI: 10.1093/oxfordhb/9780190633899.013.9
J. Greenberg
There is significant and growing interest in entrepreneurship. Notwithstanding this interest, sizable barriers limit understanding of the phenomenon and, by implication, understanding of who is most likely to succeed in it. One fundamental challenge researchers face is the confounded language employed: “Self-employment,” “business ownership,” and various conceptualizations of “entrepreneurship” have often been used interchangeably. This chapter argues that a potentially fruitful basis for predicting the probable form and performance of various start-ups (or newly established business entities) is offered by attending to the social relational characteristics of the individuals or teams engaged in them, including their advisers and investors. Using this approach, novel propositions are proposed that draw and define boundary conditions.
{"title":"social relations and the performance of different start-up types","authors":"J. Greenberg","doi":"10.1093/oxfordhb/9780190633899.013.9","DOIUrl":"https://doi.org/10.1093/oxfordhb/9780190633899.013.9","url":null,"abstract":"There is significant and growing interest in entrepreneurship. Notwithstanding this interest, sizable barriers limit understanding of the phenomenon and, by implication, understanding of who is most likely to succeed in it. One fundamental challenge researchers face is the confounded language employed: “Self-employment,” “business ownership,” and various conceptualizations of “entrepreneurship” have often been used interchangeably. This chapter argues that a potentially fruitful basis for predicting the probable form and performance of various start-ups (or newly established business entities) is offered by attending to the social relational characteristics of the individuals or teams engaged in them, including their advisers and investors. Using this approach, novel propositions are proposed that draw and define boundary conditions.","PeriodicalId":104025,"journal":{"name":"The Oxford Handbook of Entrepreneurship and Collaboration","volume":"102 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-11-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"131488691","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2019-11-07DOI: 10.1093/oxfordhb/9780190633899.013.26
S. Sarasvathy, Nicholas Dew
At the heart of entrepreneurial collaboration is a tension: Entrepreneurs need people to grow their ventures, but in bringing people on board, they fear loss of control of the ventures they are building. Add to that the behavioral assumption of opportunism, and the tension rises to the level of a paradox. The paradox is particularly salient in effectual entrepreneurship, which emphasizes stakeholder self-selection as the driver of cocreation. This chapter presents a model of effectual collaboration that builds on a different behavioral assumption, namely docility, defined as the human ability to be open to persuasion. Docility can involve taking and giving advice, changing one’s goals and even adopting those of others, and being able to take more than one’s own perspective into account. Being open to persuasion enables entrepreneurs to cocreate valuable new ventures. The chapter illustrates the model of effectual collaboration through a blueprint for an effectual incubator.
{"title":"The Paradox of Control Through Collaboration in Effectual Entrepreneurship","authors":"S. Sarasvathy, Nicholas Dew","doi":"10.1093/oxfordhb/9780190633899.013.26","DOIUrl":"https://doi.org/10.1093/oxfordhb/9780190633899.013.26","url":null,"abstract":"At the heart of entrepreneurial collaboration is a tension: Entrepreneurs need people to grow their ventures, but in bringing people on board, they fear loss of control of the ventures they are building. Add to that the behavioral assumption of opportunism, and the tension rises to the level of a paradox. The paradox is particularly salient in effectual entrepreneurship, which emphasizes stakeholder self-selection as the driver of cocreation. This chapter presents a model of effectual collaboration that builds on a different behavioral assumption, namely docility, defined as the human ability to be open to persuasion. Docility can involve taking and giving advice, changing one’s goals and even adopting those of others, and being able to take more than one’s own perspective into account. Being open to persuasion enables entrepreneurs to cocreate valuable new ventures. The chapter illustrates the model of effectual collaboration through a blueprint for an effectual incubator.","PeriodicalId":104025,"journal":{"name":"The Oxford Handbook of Entrepreneurship and Collaboration","volume":"1 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-11-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"128438827","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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