Pub Date : 2019-11-07DOI: 10.1093/oxfordhb/9780190633899.013.29
M. Wright
This chapter explores the ownership heterogeneity of collaboration in entrepreneurial ventures over time. First, it adopts a temporal perspective to examine two aspects of traditional entrepreneurial start-up activities: the evolution of collaboration in the entrepreneurial team in a particular venture over time and the evolution of collaboration as habitual entrepreneurs develop the portfolio of ventures they own over time. Second, it takes a temporal view to examine the nature of collaboration in entrepreneurial ventures in different environmental contexts, specifically, academic spin-offs, secondary management buyouts/buy-ins, and returnee entrepreneurs. These contexts represent cases where the nature and challenges of collaboration may be quite distinct from that in traditional commercial start-up ventures in developed economies. Third, it examines the temporal dimensions of collaboration in different forms of the financing of entrepreneurial ventures. A final discussion section considers directions for future research.
{"title":"Temporality and Collaboration in Entrepreneurial Ownership and Finance","authors":"M. Wright","doi":"10.1093/oxfordhb/9780190633899.013.29","DOIUrl":"https://doi.org/10.1093/oxfordhb/9780190633899.013.29","url":null,"abstract":"This chapter explores the ownership heterogeneity of collaboration in entrepreneurial ventures over time. First, it adopts a temporal perspective to examine two aspects of traditional entrepreneurial start-up activities: the evolution of collaboration in the entrepreneurial team in a particular venture over time and the evolution of collaboration as habitual entrepreneurs develop the portfolio of ventures they own over time. Second, it takes a temporal view to examine the nature of collaboration in entrepreneurial ventures in different environmental contexts, specifically, academic spin-offs, secondary management buyouts/buy-ins, and returnee entrepreneurs. These contexts represent cases where the nature and challenges of collaboration may be quite distinct from that in traditional commercial start-up ventures in developed economies. Third, it examines the temporal dimensions of collaboration in different forms of the financing of entrepreneurial ventures. A final discussion section considers directions for future research.","PeriodicalId":104025,"journal":{"name":"The Oxford Handbook of Entrepreneurship and Collaboration","volume":"117 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":"116895792","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/9780190633899.013.39
Elena Kulchina
Founding and operating a firm is a collaborative process, but still little is known about the nature of collaboration between entrepreneurs and other members of the new-venture team, particularly key employees. For example, traditional entrepreneurship literature believed that founders always run their start-ups personally, at least in the early years of operation. However, recent empirical studies suggest that a significant share of founders hire CEOs for their start-ups at the time of founding or soon thereafter. This chapter explores what motivates founders to delegate managerial control to a hired agent, how founders choose their managers, and how they govern relationships with their CEOs.
{"title":"Collaboration Inside the Firm","authors":"Elena Kulchina","doi":"10.1093/oxfordhb/9780190633899.013.39","DOIUrl":"https://doi.org/10.1093/oxfordhb/9780190633899.013.39","url":null,"abstract":"Founding and operating a firm is a collaborative process, but still little is known about the nature of collaboration between entrepreneurs and other members of the new-venture team, particularly key employees. For example, traditional entrepreneurship literature believed that founders always run their start-ups personally, at least in the early years of operation. However, recent empirical studies suggest that a significant share of founders hire CEOs for their start-ups at the time of founding or soon thereafter. This chapter explores what motivates founders to delegate managerial control to a hired agent, how founders choose their managers, and how they govern relationships with their CEOs.","PeriodicalId":104025,"journal":{"name":"The Oxford Handbook of Entrepreneurship and Collaboration","volume":"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":"113982600","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/9780190633899.013.8
Suho Han, Sae Young Lee, Melissa E. Graebner
Despite the prevalence of spousal, sibling, and parent–child ties within venture founding teams, little research has examined how family relationships among founders influence early entrepreneurial processes. This chapter explores how family relationships within founding teams influence internal and external collaboration. Within the firm, the chapter focuses on collaboration issues related to recruitment, changes in the management team, and strategic decision making. Beyond the firm’s boundaries, the chapter focuses on collaboration with external investors, strategic partners, potential acquirers, and post–initial public offering stakeholders. It draws upon the literatures on family businesses and high-growth new ventures to explore how family ties may influence collaboration processes over three broad stages of venture development: seed, commercialization, and growth and exit. The chapter concludes by highlighting unanswered research questions and by identifying relevant methodologies, settings, and data sources with which to address these gaps.
{"title":"Family Founding Teams, Internal and External Collaboration, and New Venture Growth","authors":"Suho Han, Sae Young Lee, Melissa E. Graebner","doi":"10.1093/oxfordhb/9780190633899.013.8","DOIUrl":"https://doi.org/10.1093/oxfordhb/9780190633899.013.8","url":null,"abstract":"Despite the prevalence of spousal, sibling, and parent–child ties within venture founding teams, little research has examined how family relationships among founders influence early entrepreneurial processes. This chapter explores how family relationships within founding teams influence internal and external collaboration. Within the firm, the chapter focuses on collaboration issues related to recruitment, changes in the management team, and strategic decision making. Beyond the firm’s boundaries, the chapter focuses on collaboration with external investors, strategic partners, potential acquirers, and post–initial public offering stakeholders. It draws upon the literatures on family businesses and high-growth new ventures to explore how family ties may influence collaboration processes over three broad stages of venture development: seed, commercialization, and growth and exit. The chapter concludes by highlighting unanswered research questions and by identifying relevant methodologies, settings, and data sources with which to address these gaps.","PeriodicalId":104025,"journal":{"name":"The Oxford Handbook of Entrepreneurship and Collaboration","volume":"105 3","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-11-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"120842228","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/9780190633899.013.7
Martin Ganco, Florence Honoré, Joseph Raffiee
This chapter provides a review of the scholarly literature on entrepreneurial teams and team formation. It pays special attention to two emerging areas of research that present many promising opportunities for future work. First, the chapter discusses the role of resource transfer in the context of start-up firms. It argues that an understanding of the antecedents and consequences of the founding process would be significantly advanced by more explicit theorizing and effort to empirically identify the specific types of resources entrepreneurial team members bring to start-up firms. It highlights one recent advancement in this space—work that has focused on a team’s ability to transfer customer and client relationships from the parent to start-up firms—and provides an outline of open research questions in this realm. Second, the chapter provides a primer on a recent methodological advancement—the use of two-sided assortative matching models—that can be applied to entrepreneurial team assembly to alleviate ongoing concerns that team formation is fundamentally an endogenous process. It demonstrates how these models can be applied using a wide variety of founder, cofounder, and early team member attributes, including an individual’s ability to transfer customer relationships. Importantly, it proposes that synergies emerging from the use of two-sided assortative matching models to study a broader set of team member attributes that include resource transfer will open promising new avenues for future research.
{"title":"Entrepreneurial Team Assembly","authors":"Martin Ganco, Florence Honoré, Joseph Raffiee","doi":"10.1093/oxfordhb/9780190633899.013.7","DOIUrl":"https://doi.org/10.1093/oxfordhb/9780190633899.013.7","url":null,"abstract":"This chapter provides a review of the scholarly literature on entrepreneurial teams and team formation. It pays special attention to two emerging areas of research that present many promising opportunities for future work. First, the chapter discusses the role of resource transfer in the context of start-up firms. It argues that an understanding of the antecedents and consequences of the founding process would be significantly advanced by more explicit theorizing and effort to empirically identify the specific types of resources entrepreneurial team members bring to start-up firms. It highlights one recent advancement in this space—work that has focused on a team’s ability to transfer customer and client relationships from the parent to start-up firms—and provides an outline of open research questions in this realm. Second, the chapter provides a primer on a recent methodological advancement—the use of two-sided assortative matching models—that can be applied to entrepreneurial team assembly to alleviate ongoing concerns that team formation is fundamentally an endogenous process. It demonstrates how these models can be applied using a wide variety of founder, cofounder, and early team member attributes, including an individual’s ability to transfer customer relationships. Importantly, it proposes that synergies emerging from the use of two-sided assortative matching models to study a broader set of team member attributes that include resource transfer will open promising new avenues for future research.","PeriodicalId":104025,"journal":{"name":"The Oxford Handbook of Entrepreneurship and Collaboration","volume":"36 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":"127640540","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/9780190633899.013.17
M. Leiblein, Jeffrey T. Macher, Tiberiu Ungureanu
Recent academic and practitioner research suggests that small firms are disadvantaged in strategic alliances. However, relatively little work explores the potential sources of these disadvantages. Using the comparative approach of transaction cost economics and the capability emphasis of the resource-based view, this chapter develops a framework that explores the extent to which differences in the partners available to small firms, the forms of governance chosen by small firms, the types of problems examined by small firms, and other firm attributes affect alliance organization decisions and subsequent performance across small and large firms.
{"title":"Why Do Small Firms Benefit Less From Alliances Than Large Firms?","authors":"M. Leiblein, Jeffrey T. Macher, Tiberiu Ungureanu","doi":"10.1093/OXFORDHB/9780190633899.013.17","DOIUrl":"https://doi.org/10.1093/OXFORDHB/9780190633899.013.17","url":null,"abstract":"Recent academic and practitioner research suggests that small firms are disadvantaged in strategic alliances. However, relatively little work explores the potential sources of these disadvantages. Using the comparative approach of transaction cost economics and the capability emphasis of the resource-based view, this chapter develops a framework that explores the extent to which differences in the partners available to small firms, the forms of governance chosen by small firms, the types of problems examined by small firms, and other firm attributes affect alliance organization decisions and subsequent performance across small and large firms.","PeriodicalId":104025,"journal":{"name":"The Oxford Handbook of Entrepreneurship and Collaboration","volume":"104 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":"115754163","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/9780190633899.013.14
Peter G. Klein, Mark D. Packard, Karen Schnatterly
This chapter looks inside the firm at how organizational design affects collaboration in pursuit of corporate entrepreneurship or “intrapreneurship.” It shows how the intrafirm “marketplace” of ideas, employees, and resources can be strategically configured to encourage or inhibit collaborative innovation. The chapter focuses on the key structural dimensions of autonomy, sponsorship, and incentives. Complementarities between these dimensions create spillover effects that produce unique innovation outcomes by mitigating barriers to collaboration such as knowledge problems, resource constraints, and employee motivation. Illustrating configurations of these dimensions with company examples, the chapter shows how organizational design affects intrapreneurship and offers suggestions on how firms might strategically align their organizational structure with their intrapreneurial strategy.
{"title":"Collaborating for Innovation","authors":"Peter G. Klein, Mark D. Packard, Karen Schnatterly","doi":"10.1093/oxfordhb/9780190633899.013.14","DOIUrl":"https://doi.org/10.1093/oxfordhb/9780190633899.013.14","url":null,"abstract":"This chapter looks inside the firm at how organizational design affects collaboration in pursuit of corporate entrepreneurship or “intrapreneurship.” It shows how the intrafirm “marketplace” of ideas, employees, and resources can be strategically configured to encourage or inhibit collaborative innovation. The chapter focuses on the key structural dimensions of autonomy, sponsorship, and incentives. Complementarities between these dimensions create spillover effects that produce unique innovation outcomes by mitigating barriers to collaboration such as knowledge problems, resource constraints, and employee motivation. Illustrating configurations of these dimensions with company examples, the chapter shows how organizational design affects intrapreneurship and offers suggestions on how firms might strategically align their organizational structure with their intrapreneurial strategy.","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":"114379236","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/9780190633899.013.35
Hakki Dogan Dalay, Andrea Fosfuri
Technology start-ups face tough odds in their journey to commercial success. A key consideration in entrepreneurial decision making is whether and when to find a collaboration partner, in the form of an acquirer. The same decision also applies to the other side of the table, as buyers have to decide whether and when to engage in technology acquisitions through collaborations with start-ups. This chapter looks at the literature that uncovered some of the factors around the key decision of the timing of a collaboration, with specific focus on technology start-ups that also possess patents. For start-ups possessing patents, the recent development of markets for technology offers more opportunities to engage in collaboration and bring their ideas to fruition. The chapter discusses directions for future research in the conclusion.
{"title":"Start-Ups’ Exit Strategies in the Market for Technology","authors":"Hakki Dogan Dalay, Andrea Fosfuri","doi":"10.1093/oxfordhb/9780190633899.013.35","DOIUrl":"https://doi.org/10.1093/oxfordhb/9780190633899.013.35","url":null,"abstract":"Technology start-ups face tough odds in their journey to commercial success. A key consideration in entrepreneurial decision making is whether and when to find a collaboration partner, in the form of an acquirer. The same decision also applies to the other side of the table, as buyers have to decide whether and when to engage in technology acquisitions through collaborations with start-ups. This chapter looks at the literature that uncovered some of the factors around the key decision of the timing of a collaboration, with specific focus on technology start-ups that also possess patents. For start-ups possessing patents, the recent development of markets for technology offers more opportunities to engage in collaboration and bring their ideas to fruition. The chapter discusses directions for future research in the conclusion.","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":"129890818","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/9780190633899.013.28
Siddharth Vedula, Casey J. Frid
Community social capital is increasingly recognized as an important regional resource for spurring entrepreneurial activity. A nascent but growing body of work has begun to link community social capital to entrepreneurship, focusing largely on outcomes such as rates of new venture creation. This chapter emphasizes ways in which community social capital can impact nascent entrepreneurship—namely, the activities founders undertake during the gestation phase before a new venture is created. It examines whether the types of activities undertaken by nascent entrepreneurs vary according to the prevalence (or absence) of community social capital within a region, and concludes with a research agenda for future work in this domain.
{"title":"Community Social Capital and the Venture Gestation Process","authors":"Siddharth Vedula, Casey J. Frid","doi":"10.1093/oxfordhb/9780190633899.013.28","DOIUrl":"https://doi.org/10.1093/oxfordhb/9780190633899.013.28","url":null,"abstract":"Community social capital is increasingly recognized as an important regional resource for spurring entrepreneurial activity. A nascent but growing body of work has begun to link community social capital to entrepreneurship, focusing largely on outcomes such as rates of new venture creation. This chapter emphasizes ways in which community social capital can impact nascent entrepreneurship—namely, the activities founders undertake during the gestation phase before a new venture is created. It examines whether the types of activities undertaken by nascent entrepreneurs vary according to the prevalence (or absence) of community social capital within a region, and concludes with a research agenda for future work in this domain.","PeriodicalId":104025,"journal":{"name":"The Oxford Handbook of Entrepreneurship and Collaboration","volume":"2012 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":"133273128","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/9780190633899.013.33
R. Amit, Xu Han, C. Zott
This chapter addresses the role of collaboration in the design and operation of innovative business models in the digital era. It surveys and builds on a broad range of related literatures on collaboration and innovation to examine how collaboration affects business model innovation (BMI). The chapter suggests that collaboration within and across firms’ boundaries shapes both the design and operation stages of BMI. It contributes to the extant literature by taking the first step toward explicitly examining the link between collaboration and BMI and by incorporating the ramifications of digitization for both collaboration and BMI.
{"title":"Collaboration in Business Model Innovation","authors":"R. Amit, Xu Han, C. Zott","doi":"10.1093/oxfordhb/9780190633899.013.33","DOIUrl":"https://doi.org/10.1093/oxfordhb/9780190633899.013.33","url":null,"abstract":"This chapter addresses the role of collaboration in the design and operation of innovative business models in the digital era. It surveys and builds on a broad range of related literatures on collaboration and innovation to examine how collaboration affects business model innovation (BMI). The chapter suggests that collaboration within and across firms’ boundaries shapes both the design and operation stages of BMI. It contributes to the extant literature by taking the first step toward explicitly examining the link between collaboration and BMI and by incorporating the ramifications of digitization for both collaboration and BMI.","PeriodicalId":104025,"journal":{"name":"The Oxford Handbook of Entrepreneurship and Collaboration","volume":"47 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":"123489268","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/9780190633899.013.40
J. Reuer, Sharon F. Matusik, Jessica Jones
The role of collaboration in entrepreneurship spans across different contexts, varied theoretical perspectives, and multiple units of analysis. This chapter introduces The Oxford Handbook of Entrepreneurship and Collaboration with an overview of the important role that collaboration plays in value creation, resource acquisition, and the development of entrepreneurial ventures. It is organized in two ways. First, the chapter summarizes each chapter to direct readers to the material of greatest relevance and interest to them. Second, it identifies important research questions to further push connections between the fields of entrepreneurship and interorganizational collaboration.
{"title":"The Interplay of Entrepreneurship and Collaboration","authors":"J. Reuer, Sharon F. Matusik, Jessica Jones","doi":"10.1093/oxfordhb/9780190633899.013.40","DOIUrl":"https://doi.org/10.1093/oxfordhb/9780190633899.013.40","url":null,"abstract":"The role of collaboration in entrepreneurship spans across different contexts, varied theoretical perspectives, and multiple units of analysis. This chapter introduces The Oxford Handbook of Entrepreneurship and Collaboration with an overview of the important role that collaboration plays in value creation, resource acquisition, and the development of entrepreneurial ventures. It is organized in two ways. First, the chapter summarizes each chapter to direct readers to the material of greatest relevance and interest to them. Second, it identifies important research questions to further push connections between the fields of entrepreneurship and interorganizational collaboration.","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":"126933110","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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