Two new publications accepted
Two papers, co-authored by Prof. Bart Clarysse were recently accepted at the Journal of Small Business Management and at R&D Management, respectively.
Entrepreneurial team formation and evolution in technology ventures: Looking beyond the top management team
Authors: Ayna Yusubova, Petra Andries & Bart Clarysse
Abstract: Drawing on a stage-based and knowledge-based view, this study investigates the process of team evolution in technology ventures, paying attention to top managers and other team members. In-depth analysis of six cases shows that team evolution is linked to the changing knowledge needs technology ventures face when proceeding through different development stages. In each stage, they add (1) complementary or (2) more of the same knowledge to their existing knowledge base by hiring top managers as well as non-top management employees, and redirect team members whose knowledge is no longer crucial. In particular, the study highlights the crucial role of non-top management employees for technology ventures’ development.
Link: external pagehttps://www.tandfonline.com/doi/abs/10.1080/00472778.2019.1681842
The role of incubators in overcoming technology ventures’ resource gaps at different development stages
Authors: Ayna Yusubova, Petra Andries, Bart Clarysse
Abstract: Although incubation is considered important for overcoming resource challenges in technology ventures’ early life, there is a doubt about its relevance in later development stages, when the initial idea is commercialized and the venture tries to grow. Building on the resource‐based view of the firm and on a stage‐based perspective of venture development, this study argues that the resource gaps facing technology ventures differ between different development stages, and that the support provided by incubators therefore needs to be adapted to the venture’s development stage. We study the interaction between the iMinds incubator, located in Flanders, and eight technology ventures in its portfolio. In the Conception and Development stage, we observe resource gaps in terms of technical knowledge and access to end users, which the incubator addresses by offering direct technical support and access to its research and end user network. The subsequent Commercialization stage is dominated by business knowledge gaps, which the incubator amends through direct coaching and trainings. In the Growth stage, ventures typically lack the necessary team members, market players, and follow‐up financiers to grow their firm. The incubator addresses these resource gaps by providing access to its network. In all development stages, the incubator’s internal knowledge base, networking capabilities, and matching focus/selectivity are crucial in order for ventures to benefit from the incubator’s support. Our study suggests that these underlying capabilities can either be developed organically, or through the merger of different research institutes. Moreover, it points to the importance of local embeddedness for the geographical extension of these capabilities. These findings contribute to the literature on incubation and on venture development. They have important implications for policy makers, incubation managers, and entrepreneurs seeking incubation support.
Link: external pagehttps://onlinelibrary.wiley.com/doi/full/10.1111/radm.12378