International Journal of Entrepreneurial Venturing
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International Journal of Entrepreneurial Venturing (3 papers in press)
Bound for Glory or Cursed for Life? Exploring the Impact of Initial Resources on the Venture Emergence of New Technology-based Firms by Ferran Giones, Francesc Miralles Abstract: The value of existent firm's resources in uncertain and dynamic contexts is unclear. It is difficult to determine whether starting a new firm with a strong resource position will give an advantage in technology-intense contexts. We propose a revision of the role of resources in new tech-based ventures. We adopt a mixed-method approach. We use the cases of 21 new technology firms to build propositions on what factors (resources) play a role in new venture emergence. We then test to what extent those resources make an effect on the new venture emergence using a longitudinal dataset of 400 new technology-based firms. The results show that not all resources matter equally in the early-stages of a new technology-based firm. We identify that specific combinations of entrepreneurial experience and industry knowledge has a positive impact, while other resources such as technology assets, surprisingly, do not generate a clear impact. Keywords: Technology Entrepreneurship; Venture Emergence; Technology Resources; Panel Data Set. DOI: 10.1504/IJEV.2019.10018627
Creative Industries Integrated Clustering to Foster Innovation (Case at Bandungs Creative Industries) by Christina Wirawan, Leo Aldianto, Grisna Anggadwita, Vania Nur Rizqi Abstract: Creative industry captures new economy dynamics based on creativity, skill and talent. Creative industries grow fast and contribute more to national economic development. In order to sustain contributions to economic development, creative industries need to innovate productively. One way to encourage innovation is to foster co-creation by strengthening the effectiveness of creative industries relationships with stakeholders, such as community, consumers, suppliers and other creative industries, as well as to generate information and knowledge to support them. An integrated cluster will support industry efficiency; better facilities; infrastructure; amenities; services; as well as better protection of the environment and social relationships. Placing creative industries in an integrated cluster will provide better collaboration opportunity that will support co-creation that will trigger innovation. This paper will provide a conceptual framework of integrated symbiosis creative industries clustering to foster their innovation toward sustainability and high-performance using the value co-creation platform concept. Keywords: ccluster; creative industry; innovation; sustainability; value co-creation platform. DOI: 10.1504/IJEV.2020.10021575
LEARNING STRATEGIES OF HIGH-TECH ENTREPRENEURS ABOUT BUSINESS OPPORTUNITIES by Izak Fayena, Adrian Nelson, Lyndsay Rashman, Deryck Van Rensburg Abstract: This two-phase, sequential mixed methods, utilising a qualitative, followed by a quantitative study was conducted with 178 high-tech entrepreneurs based in Israel. The study focuses on how entrepreneurs learn about business opportunities and explores the factors that affect the way they do it. A conceptual model is presented and then empirically tested. The results show that entrepreneurs learn strategically about business opportunities. Six learning strategies were identified as relevant to the process of opportunity identification. Prior knowledge of foreign markets was found as the most significant factor, while cognitive style was found to moderate the strength of the relationships between prior knowledge and the learning strategies. Entrepreneurs can benefit from these findings by recognising that they have a battery of learning strategies, which are relevant to the opportunity identification process. The identification of six learning strategies that are relevant to the process of opportunity identification is unique to this study. Keywords: High-Tech Entrepreneurship; Entrepreneurial Learning; Learning Strategies; Opportunity Identification. DOI: 10.1504/IJEV.2020.10023034