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Journal articles on the topic 'Startups management'
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Wouters, Marc, James C. Anderson, and Markus Kirchberger. "New-Technology Startups Seeking Pilot Customers: Crafting a Pair of Value Propositions." California Management Review 60, no. 4 (May 31, 2018): 101–24. http://dx.doi.org/10.1177/0008125618778855.
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A corporation that employs an “outside-in” startup program needs to screen a large number of potential startups and assess each time: What is the value of the startup’s offering to our business, and what resources and support will the startup need so we can actually obtain its offering? However, many startups are not very good at communicating their customer value proposition in a way that helps the customer firm making such assessments. This article recommends that startups construct two sequential value propositions. The Innovative Offering Value Proposition communicates how the startup’s offering creates superior value for the customer. It answers the question: What is extraordinary about the startup’s offering that will enable the customer to solve a significant problem it has or achieve a top priority it has? The Leveraging Assistance Value Proposition conveys what the customer firm will get in return for providing support and resources to the startup. It answers the question: What will make it worthwhile from the customer’s perspective to support the startup to realize its innovative offering?
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Polidoro, Francisco, and Wei Yang. "Corporate Investment Relationships and the Search for Innovations: An Examination of Startups’ Search Shift Toward Incumbents." Organization Science 32, no. 4 (July 2021): 909–39. http://dx.doi.org/10.1287/orsc.2020.1421.
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Existing literature shows that corporate investment relationships play an important role in the development of startups. Although startups are relevant sources of innovations, especially those that radically depart from existing technologies, they often have limited access to resources. Corporate investment relationships are relevant to startups because they help them access resources of their corporate partners, especially those that are necessary for innovations to eventually achieve commercial success. This study examines the possibility that these relationships might also affect how startups search for innovations, producing greater alignment with the technologies of incumbents. Investigating this possibility is important because it can partly offset startups’ distinctiveness in technological domains of search and accordingly undercut learning opportunities available to incumbents. We argue that, following the formation of a corporate investment relationship, considerations related to capabilities and incentives result in a startup shifting the search for innovations toward technological domains of its corporate partner. We also argue that the radicalness of a startup’s innovations and the corporate partner’s commercial success exacerbate this search shift. We test these propositions in the context of biotech startups. Our difference-in-differences analysis shows that startups forming corporate investment relationships increase search in the domains of their corporate partners relative to analogous change observed among matching counterfactual startups without such relationships. We discuss implications for understanding of the influences of interorganizational relationships on startups’ technological trajectories and on incumbents’ learning and adaptation.
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Baran, Agnieszka, and Asel Zhumabaeva. "Intellectual property management in startups — problematic issues." Engineering Management in Production and Services 10, no. 2 (June 1, 2018): 66–74. http://dx.doi.org/10.2478/emj-2018-0012.
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Abstract This paper describes the most important problems related to the management of intellectual property in startups. Startups have become an inseparable element of the innovative economy. Many of these companies base their development on intellectual capital and innovations. In this context, it is extremely important to legally secure the innovations and protect intellectual property. These activities can often be the decisive factor in the development of startups. This article aims to identify, analyse and evaluate the most important issues related to the management of intellectual property in startups. The first part of this paper presents the performed literature review, which mainly concerns the definition of innovation, the state of entrepreneurship in Poland, and the definition of a startup. The second part of the article deals with the main problems related to the management of intellectual property in startups. It is divided into three issues: underestimating the importance of intellectual property, the lack of intellectual property management strategies in startups and financial challenges of startups. The main results of the research indicate that many startups still have low awareness of what is intellectual property and what can be the consequence of using exclusive rights of others. The protection of intellectual property should become one of the elements of business strategies. However, startups find that the creation of the strategy and its implementation is rather expensive.
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Sorenson, Olav, Michael S. Dahl, Rodrigo Canales, and M. Diane Burton. "Do Startup Employees Earn More in the Long Run?" Organization Science 32, no. 3 (May 2021): 587–604. http://dx.doi.org/10.1287/orsc.2020.1371.
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Evaluating the attractiveness of startup employment requires an understanding of both what startups pay and the implications of these jobs for earnings trajectories. Analyzing Danish registry data, we find that employees hired by startups earn roughly 17% less over the next 10 years than those hired by large, established firms. About half of this earnings differential stems from sorting—from the fact that startup employees have less human capital. Long-term earnings also vary depending on when individuals are hired. Although the earliest employees of startups suffer an earnings penalty, those hired by already-successful startups earn a small premium. Two factors appear to account for the earnings penalties for the early employees: Startups fail at high rates, creating costly spells of unemployment for their (former) employees. Job-mobility patterns also diverge: After being employed by a small startup, individuals rarely return to the large employers that pay more.
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Salamzadeh, Aidin, and Hiroko Kawamorita Kesim. "The enterprising communities and startup ecosystem in Iran." Journal of Enterprising Communities: People and Places in the Global Economy 11, no. 4 (August 14, 2017): 456–79. http://dx.doi.org/10.1108/jec-07-2015-0036.
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Purpose Startups play a significant role in improving societies. This paper concentrates on the concept of “startups” and attempts to present a more comprehensive view of this phenomenon. Also, the focus of this paper is on investigating enterprising communities and the startup ecosystem in Iran. Design/methodology/approach The existing literature is carefully reviewed, definition and views are explored and the story of this phenomenon is told from the formation to the exit stage. The author elaborates the existing stages and challenges of startups in Iran. To do so, 65 tech startup founders are interviewed. Semi-structured interviews (SI) were based on previous studies mentioning the lifecycle of the startups, and were fully recorded. Moreover, secondary sources of data (SS) were used to support the findings. Findings The paper classifies the extant theories of startups in two levels, i.e. macro level, and micro and meso levels. Also, it defines some steps for the formation of startups and studies the Iranian startup ecosystem. Last but not the least the paper contributes to the startup ecosystem of Iran which is changing disruptively, especially in the last couple of years. Research limitations/implications Findings of this research shed light on the existing ecosystem of startups in Iran, which is rarely studied in previous research. Lack of enough evidence in the existing literature of startup ecosystem in Iran was the most significant limitation of the research which increased the need for more investigation and elaboration. Originality/value The paper contributes to understanding the startup ecosystem in Iran, and the challenges.
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Rompho, Nopadol. "Operational performance measures for startups." Measuring Business Excellence 22, no. 1 (March 19, 2018): 31–41. http://dx.doi.org/10.1108/mbe-06-2017-0028.
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PurposeThe purpose of this study is to investigate the uses of performance measures in startup firms, including perceived importance and performance of those measures. Design/methodology/approachThe survey method is used in this study. Data are collected from founders/chief executive officers/managers of 110 startups in Thailand. The correlation analysis and analysis of variance techniques are used as the analysis tool in this study. FindingsThe results show that there is a positive relationship between the perceived importance and the performance of each metric. However, no significant differences are found in the importance and performance of each metric among the various stages of startups. Research limitations/implicationsBecause there are so few startups compared to large corporations, the sample size of this study is relatively small, which is a limitation for some statistical tests. Practical implicationsStartup should measure and monitor the correct metrics in a particular stage, instead of trying to perform well in all areas, which will lead them to lose focus, and possibly even fail. Results obtained from this study will aid startups in properly monitoring and managing their performance. Originality/valueUnlike large corporations, the performance measures used by startups vary, and depend on a startup’s stage and type. Because of the fact that there are much fewer startups than large corporations, there are a limited number of studies in this area. This research is among the first studies that try to investigate the uses of performance measure for this new type of organizations.
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Ramalakshmi, Eliganti, and Sindhuja Reddy Kamidi. "Predictions for Startups." International Journal of Engineering & Technology 7, no. 3.12 (July 20, 2018): 1038. http://dx.doi.org/10.14419/ijet.v7i3.12.17628.
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In general 90 out of 100 startups fail to gain expected funding. There can be several reasons like bad management, lack of sufficient funds, good working team etc. which leads to failure of startup. This work aims to create a machine learning model for predicting the range of funding for the startups based on many key attributesthat are involved at different stages in the startup functioning. It is very important to predict the range of funding prior to the implementation of project and till today not much work is done in this respect. This paper proposes implementing a model to predict the funding of a startups based on many important factors like idea of the startup, place where the startup established, domain vertical to which the startup belongs, prior investors, type of funding the organization is expecting. A model is developed by working on real time data of startups from 2015 to 2017. Classification and regression algorithms are used to build the model.
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КОЗИНА, Ольга Андреевна, and Наталия Константиновна СТРАТИЕНКО. "MODEL OF IT-STARTUPS MANAGEMENT." Bulletin of NTU "KhPI". Series: Strategic Management, Portfolio, Program and Project Management 7, no. 2(1224) (March 14, 2017): 64–71. http://dx.doi.org/10.20998/2413-3000.2017.1224.11.
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GUNDOLF, KATHERINE, JOHANNA GAST, and MICKAËL GÉRAUDEL. "STARTUPS’ INNOVATION BEHAVIOUR: AN INVESTIGATION INTO THE ROLE OF ENTREPRENEURIAL MOTIVATIONS." International Journal of Innovation Management 21, no. 07 (September 19, 2017): 1750054. http://dx.doi.org/10.1142/s1363919617500542.
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Although it is argued that competitiveness and successful performance in the long term is facilitated if ventures engage in innovations in diverse domains (e.g., product, process, production, administration, etc.), the development of diversified innovation has been rarely analysed. As the entrepreneurs’ initial motivations to startup are likely to influence their subsequent entrepreneurial behaviour, this study aims to explore whether and how entrepreneurial motivations affect diversified innovation behaviour in startups. Using data on over 48,000 French startups, we present novel insights into the consequences of entrepreneurial motivation for innovation behaviour. In fact, we find that distinct startup motivations can have different effects on the development of diverse innovations. As such, our findings contribute to extant research on innovation development of startups and advance the present understanding of the determinants of startups’ innovative behaviour.
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Di Pietro, Francesca, Andrea Prencipe, and Ann Majchrzak. "Crowd Equity Investors: An Underutilized Asset for Open Innovation in Startups." California Management Review 60, no. 2 (November 2, 2017): 43–70. http://dx.doi.org/10.1177/0008125617738260.
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Collaborating with investor networks generated in the course of equity-based crowdfunding campaigns can contribute to the success of startup firms. Through a qualitative study of 60 European startups, this article identifies the type of inputs provided by equity investors, how these inputs are related to startups’ and founders’ characteristics, and startups’ later performance. Startups exploiting crowd network are more likely to be successful two years later compared with startups that do not exploit the crowd, or acquire from the crowd product, strategy, or market knowledge. The findings extend existing research on the relationships between open innovation and startups by identifying the inputs provided by the crowd and how the use of crowd equity investors in open innovation platforms is related to later success.
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Boiarynova, Kateryna, and Kateryna Kopishynska. "Analysis of Logistics Startups Development in the EU Countries and Ukraine." Science and Innovation 17, no. 2 (April 27, 2021): 105–16. http://dx.doi.org/10.15407/scine17.02.105.
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Introduction. Accelerating technological development is a driving force of innovative entrepreneurship inall areas. Young and creative people offer to the market their non-standard solutions in the form of startupprojects. Currently, the development of a startup ecosystem reflects country’s interest in and promotion of newtechnologies.Problem Statement. The efficiency of transport and logistics activities reflects the development of the infrastructure of a country as a whole and significantly affects the efficiency of economic activities. The development and implementation of logistics startups, given the experience of advanced economies, may help find solutions to certain problems of industry and its further development.Purpose. The purpose is to analyze the market of logistics startups of the EU Member States and Ukraine, todetermine the directions of its further development.Materials and Methods. In the research, general and special methods have been used: analysis and synthesisfor determining the sectoral structure of formation and development of startups in the EU and Ukraine; correlation analysis for establishing the dependence between the indicators of development of startup ecosystems and indices of logistic activity of countries, grouping for distributing logistic startups of the EU and Ukraine countries by clusters; graphical method for designing a roadmap for logistics startup development.Results. The current sectoral structure of the EU and Ukrainian startups has been researched, the share oftransport and logistics projects has been determined. The EU and Ukraine rankings in terms of the indicators of the development of startup ecosystems and logistic activity have been analyzed. The correlation analysis has shown a sufficiently close relationship between countries' ratings of startup ecosystems and logistics activity. The mainlogistics startups of the EU and Ukrainian countries are grouped in certain clusters of logistics startups. A roadmap for the development of logistics and transport startups for the EU and Ukraine has been proposed.Conclusions. To date, logistics startups are not among the priorities for the market development in the EU and Ukraine. However, logistical activity in the country may be not only one of the areas where startups are developed, but also a part to the infrastructure of the startup ecosystem. Both the EU Member States and Ukraine are expected to develop startups in high-tech clusters in the future.
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Werwath, Mark. "Lean Startup and the Challenges With “Hard Tech” Startups." IEEE Engineering Management Review 47, no. 1 (March 2019): 22–23. http://dx.doi.org/10.1109/emr.2019.2903705.
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BEAULIEU, M., and P. LEHOUX. "THE EMERGENCE OF HEALTH TECHNOLOGY FIRMS THROUGH THEIR SENSEGIVING ACTIVITIES AND COMPETITIVE ACTIONS." International Journal of Innovation Management 21, no. 06 (July 27, 2017): 1750043. http://dx.doi.org/10.1142/s1363919617500438.
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Few studies have examined the process by which health technology innovators must socially construct their firm and share their ideas with economic and health system actors. To fill this gap, we intended to provide insights into the differences characterising the health technology startup (HTS) among other startups and test a conceptual model by characterising press releases and media coverage emanating from five firms (three HTS and one well-established firm, and one non-health information technology). Using a multiple case study design, with three embedded units of analysis composed of the startups’ sensegiving intentions, its competitive actions and its strategic responses to pressures, we observed marked difference in the use of marketing and symbolic actions as well as recourse to prominent actors. Besides, health startups were the only ones relying on cognition rather than actors’ self-interest or moral judgments. There were also differences depending on the startup status and the number of actors resulting in different response patterns to pressures. The findings are paving the way to further research on innovators and actor’s inner thinking, which may contribute to shaping business development programs targeted specifically for health tech startups, and may help emerging entrepreneurs compare their evolution to health and non-health tech startups.
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J, John Manoharan, and Thomas Herbert. "Role of management education in enhancing startups – a descriptive review." Journal of Management and Science 9, no. 2 (June 30, 2019): 75–84. http://dx.doi.org/10.26524/jms.2019.9.
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In the Indian Business ecosystem, the country is witnessing a flurry of new startups, almost in all industries, predominantly with new innovations, new technologies, since 2015. This may be of two prime features – with tremendous potential of profound market size and rapid increasing of day-today budding of new entrepreneurs. This may be due to new government initiatives like “Startup India, Standup India”. The new startups or the existing startups, so-called family business firms give the ones to actualize their faster growth, accomplishments, such as financial growth and freedom, pride. In the journey of entrepreneurship, there are myriad of challenges such as huge competitors, political strategies, law enforcements, and market dynamics to be encountered every day. In the case of new ventures an entrepreneur need to be of wellversed the contemporary events and should be of muscled with the knowledge of management tactics to abreast the challenges. The management education is indeed provides the ample of knowledge of management tactics with its application in forming successful strategies pertaining to marketing, finance, human-capital, employee engagement, Product innovations, pricing that matches the business environment, that will aids a entrepreneur to have a smooth glide in the business atmosphere. Despite the startups are of flourishing in numbers, it is horrendous that there are many witnesses of Startup failures, due to the lack of knowledge of management about the business, these shortcomings in the management of business have lead to many breakdowns of the new startups and non-viability of running the family businesses due to lack of management tactics that have lead to many closed downs. This article will give a Descriptive review about the how the role of management education that enhances a new entrepreneur and family firms in a successful way.
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Saura, Jose Ramon, Pedro Palos-Sanchez, and Antonio Grilo. "Detecting Indicators for Startup Business Success: Sentiment Analysis Using Text Data Mining." Sustainability 11, no. 3 (February 11, 2019): 917. http://dx.doi.org/10.3390/su11030917.
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The main aim of this study is to identify the key factors in User Generated Content (UGC) on the Twitter social network for the creation of successful startups, as well as to identify factors for sustainable startups and business models. New technologies were used in the proposed research methodology to identify the key factors for the success of startup projects. First, a Latent Dirichlet Allocation (LDA) model was used, which is a state-of-the-art thematic modeling tool that works in Python and determines the database topic by analyzing tweets for the #Startups hashtag on Twitter (n = 35.401 tweets). Secondly, a Sentiment Analysis was performed with a Supervised Vector Machine (SVM) algorithm that works with Machine Learning in Python. This was applied to the LDA results to divide the identified startup topics into negative, positive, and neutral sentiments. Thirdly, a Textual Analysis was carried out on the topics in each sentiment with Text Data Mining techniques using Nvivo software. This research has detected that the topics with positive feelings for the identification of key factors for the startup business success are startup tools, technology-based startup, the attitude of the founders, and the startup methodology development. The negative topics are the frameworks and programming languages, type of job offers, and the business angels’ requirements. The identified neutral topics are the development of the business plan, the type of startup project, and the incubator’s and startup’s geolocation. The limitations of the investigation are the number of tweets in the analyzed sample and the limited time horizon. Future lines of research could improve the methodology used to determine key factors for the creation of successful startups and could also study sustainable issues.
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Tomada, Letizia, and Niccolò Innocenti. "Innovation, Startups and Intellectual Property Management." Journal of Small Business & Entrepreneurship 32, no. 2 (July 19, 2019): 223–25. http://dx.doi.org/10.1080/08276331.2019.1633098.
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Holgersson, Marcus, Tai Phan, and Thomas Hedner. "Entrepreneurial patent management in pharmaceutical startups." Drug Discovery Today 21, no. 7 (July 2016): 1042–45. http://dx.doi.org/10.1016/j.drudis.2016.02.018.
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Chaudhari, Sagar Lotan, and Manish Sinha. "A study on emerging trends in Indian startup ecosystem: big data, crowd funding, shared economy." International Journal of Innovation Science 13, no. 1 (January 7, 2021): 1–16. http://dx.doi.org/10.1108/ijis-09-2020-0156.
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Purpose India ranks third in the global startup ecosystem in the world incubating more than 50,000 startups and witnessing 15% YoY growth per year. Being a center of innovation and skilled labor, Indian startups have attracted investments from all over the world. This paper aims at exploring the trends that are driving the growth in the Indian startup ecosystem. Design/methodology/approach Top 200 startups according to valuation are selected as a sample to find out the major trends in the Indian startup ecosystem. This paper includes surveying the sample startups about the implementation of trends such as big data, crowdfunding and shared economy in their startup and its tangible, as well as intangible impacts on their business. The result of the survey is analyzed to get an overview of the emerging trends in the Indian startup ecosystem. Findings Major ten emerging trends that drive growth in the Indian startup ecosystem are discovered and the areas where these trends can be leveraged are identified. Originality/value This research has contributed toward structuring and documenting the growth driving trends, and it will help the budding entrepreneurs to get familiar with the contemporary trends, pros and cons associated with it and the ways to leverage these trends to build a successful startup.
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Kurpjuweit, Stefan, and Stephan M. Wagner. "Startup Supplier Programs: A New Model for Managing Corporate-Startup Partnerships." California Management Review 62, no. 3 (April 27, 2020): 64–85. http://dx.doi.org/10.1177/0008125620914995.
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Collaborations between established firms and startups are increasingly considered an ingredient of corporate strategy. This article describes a startup collaboration model that has emerged in practice, a model that complements today’s predominantly used engagement vehicles of corporate accelerators and corporate venture capital. Startup supplier programs are outside-in programs that enable firms to get access to innovations that increase competitiveness of products or productivity of processes by engaging with startups based upon supplier relationships. This article presents empirical data from companies that have run successful startup supplier programs, and it explores the firms’ reasons for implementing these programs, identifies key elements of startup supplier programs, and determines how firms can run them effectively.
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Ligonenko, Larisa, Yevhen Borysov, Larysa Hromozdova, Iryna Deineha, Serhii Leontovych, Inna Kosiak, Pavlo Volotivskyi, and Yevhen Marсo. "Defining the socio-demographic predictors of priority investment in the context of tasks for the financial subsystem of startup-management." Eastern-European Journal of Enterprise Technologies 1, no. 13 (109) (February 26, 2021): 15–25. http://dx.doi.org/10.15587/1729-4061.2021.225639.
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This research has investigated the retrospective trends in financing startups in Ukraine corresponding to the socio-demographic characteristics of startuppers (founders). Studying the dependences between the amount of funding and the qualitative characteristics of startuppers has made it possible to determine the socio-demographic predictors of making a positive decision regarding the financing of startups. As the current study has shown, in order to receive an investment, a startupper must meet the investor's expectations regarding reliability, qualifications, experience, and potential prospects. The investor analyzes not only the business idea of the startup but also the potential recipient for compliance with a series of socio-demographic predictors such as gender, age, level, and specialization of education. It has been proven that the largest amount of funding for startups in Ukraine is received by male funders, aged 35 to 45, who have a higher technical education. Startup investors consider such startuppers a priority for their investments since they see the least risks and a high probability of successful deployment of invested funds. The identified investors' preferences when choosing startup founders can be extrapolated to the startup environment of any country, however, they may change over time, depending on the specificity of the situation in the investment country. To rationally solve problems in the financial subsystem of startup management, it is necessary to preliminary determine the socio-demographic predictors of priority investment of startups of the respective country and area of activity. The practical tools for determining such predictors have been tested during this study. The practical significance of the research is due to the growing pace of development of startup technologies, the need to improve the effectiveness of the startup management financial subsystem, and increase the efficiency of the startup support infrastructure
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Spender, John-Christopher, Vincenzo Corvello, Michele Grimaldi, and Pierluigi Rippa. "Startups and open innovation: a review of the literature." European Journal of Innovation Management 20, no. 1 (January 9, 2017): 4–30. http://dx.doi.org/10.1108/ejim-12-2015-0131.
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Purpose Startup companies represent a powerful engine of open innovation (OI) processes. The purpose of this paper is to represent a first step in building a map of the state-of-the-art knowledge of the “startups in an OI context” phenomenon. Through the selection and analysis of relevant literature, this study aims at deepening our understanding of the theme and at providing directions for future research. Design/methodology/approach By using an explicit method for the review (Pittaway et al., 2004) the authors selected a set of papers, which cover the knowledge domain object of this study. In total, 41 articles about “startups and OI” have been selected and the full papers have been analysed. Findings The analysed literature has been synthesized in seven sub-topics, which have been evaluated as the most relevant in explaining the phenomenon of startups in relation to OI. Implications for research, for managers and for policy makers conclude the paper. Practical implications The review produced valuable knowledge for both managers and policy decision-makers. The paper allows a better understanding of the role of startups in OI processes. This improved understanding can help managers of large firms as well as policy makers involved in OI in making their decisions. Besides, implications of OI strategies for startup managers have been singled-out. Originality/value Startup companies are intrinsically open organizations, necessarily engaged in innovation processes. Research at the intersection between the themes of OI and startups is gaining momentum. This review of the literature represents the first attempt to organize the scientific knowledge related to the intersection between the startups and OI phenomena systematically.
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HANAS, Liubov, Oleh DOROSH, Roksana PRYVEDA, and Iryna PLISH. "StartUp projects development." Economics. Finances. Law, no. 12/1 (December 28, 2019): 19–23. http://dx.doi.org/10.37634/efp.2019.12(1).4.
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Introduction. A significant trend of modern business has become the rapid spread of startups - a special organizational structure aimed at developing and implementing high-tech and innovative products. Purpose. The main purpose of the article is to analyze startup activity both in Ukraine and abroad. Results. The innovative potential of Ukrainian startup projects can be determined by analyzing statistics. The rating is given on the Startup Ranking service. Ukraine ranks 43rd in the number of startups in this ranking. The US has not lost its leadership position since 2016. With 243 successful startups, Ukraine has not made it to the Top 20 and has a large gap between leading countries (four thousand successful startup projects). With a slight margin, Ukraine is ahead of countries such as Norway, Kenya and so on. This means that Ukrainian founders need to work better on projects, because too many startups do not approve or fail. A number of mistakes are made at the stage of idea formation. However, part of the fundamental setbacks occur from the moment of investor search for startup. Therefore, the main reasons for the closure of startups in Ukraine and abroad can be identified: incorrect determination of the level of demand for a startup idea, lack of management experience, lack of clear plans of activities (strategic and current), bureaucracy, poor location, limited funding and lack of funds for the implementation of the startup idea, lack of calculations for determining the optimal price and break-even point, badly formed advertising campaign, lack of mechanisms for promoting the startup idea, problems of interaction with invest tors, organizational problems, untimely release or release of a defective product / service. Conclusions. Ukraine has significant innovative potential for startups, including highly-qualified engineering resources, and creates the appropriate infrastructure and ecosystem around startups. As a result, the number of startups receiving international recognition and receiving funding from foreign investors (Ugears, Senstone, SolarGaps, PassivDom, CruiseBe, Effa, Cardiomo, Helko Smart Dumbbels, Picolor, Petcube etc.) is growing.
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Fox, Stephen. "Future-Proofing Startups: Stress Management Principles Based on Adaptive Calibration Model and Active Inference Theory." Entropy 23, no. 9 (September 2, 2021): 1155. http://dx.doi.org/10.3390/e23091155.
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In this paper, the Adaptive Calibration Model (ACM) and Active Inference Theory (AIT) are related to future-proofing startups. ACM encompasses the allocation of energy by the stress response system to alternative options for action, depending upon individuals’ life histories and changing external contexts. More broadly, within AIT, it is posited that humans survive by taking action to align their internal generative models with sensory inputs from external states. The first contribution of the paper is to address the need for future-proofing methods for startups by providing eight stress management principles based on ACM and AIT. Future-proofing methods are needed because, typically, nine out of ten startups do not survive. A second contribution is to relate ACM and AIT to startup life cycle stages. The third contribution is to provide practical examples that show the broader relevance ACM and AIT to organizational practice. These contributions go beyond previous literature concerned with entrepreneurial stress and organizational stress. In particular, rather than focusing on particular stressors, this paper is focused on the recalibrating/updating of startups’ stress responsivity patterns in relation to changes in the internal state of the startup and/or changes in the external state. Overall, the paper makes a contribution to relating physics of life constructs concerned with energy, action and ecological fitness to human organizations.
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Brendzel-Skowera, Katarzyna. "STARTUP MANAGEMENT STRATEGIES IN BUSINESS PRACTICE – THE EMPIRICAL RESEARCH." Zeszyty Naukowe Wyższej Szkoły Humanitas Zarządzanie 20, no. 3 (September 30, 2019): 183–95. http://dx.doi.org/10.5604/01.3001.0013.7248.
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The achievements of strategic management related to building and implementing the development strategy are very rich and varied. However, the question arises about the possibility of application of these concepts while building startup strategies. In the paper, an attempt has been made to establish whether startups craft development strategies and, if so, how? The research was carried out using the modern strategic management model on a group of companies operating in the market for the period of time ranging from three months to 3.5 years. As indicated by the results, development strategies are built intuitively, their form is not formalized and they relate to short time horizons. The skills associated with the efficiency of enterprise management obtained the highest rating. For the development of startups, the skills of combining visionary with operational management of the leader are crucial. The value added of the paper is an attempt to create the areas of building startup management strategies, which is favorable for their high performance.
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Guseva, Olga, and Anastasia Stepanova. "Owners and CEOs of Startups: Evidence from Russia." Journal of Corporate Finance Research / Корпоративные Финансы | ISSN: 2073-0438 13, no. 1 (November 20, 2019): 107–19. http://dx.doi.org/10.17323/j.jcfr.2073-0438.13.1.2019.107-119.
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In this paper, the authors focus on two primary governance mechanisms which can be considered as sources of support for startup companies: the company’s ownership contingent and the company’s management personnel. Based ondescriptive statistics from a sample of 416 Skolkovo start-ups from the ‘Nuclear’ and ‘Space’ clusters, and a Start-up-Barometer survey of 300 IT-entrepreneurs, this work provides new insights into ownership and management characteristicsof Russian startups and the interplay between these dynamics.The Russian venture market presents an interesting case of an emerging market with a number of successful startups ina challenging economic environment. The supply of venture capital for Russian startups is restricted by the presence ofsanctions and legal restrictions on the investments of financial institutions such as pension funds and banks. Therefore,similar to other developed and developing markets, the most significant source of investments for Russian startups isbootstrapping.In this paper we show that startups with different characteristics attract different kinds of investors, which is reflected inthe companies ownership structures. In particular, government development institutes are more interested in investingin nuclear-focused startups, while corporate investors tend to keep a higher level of control over startups compared toother investors. We also confirmed the presence of correlations between different types of owners: government development institutions, corporate investors, venture funds, and family members. Additionally, the size of equity share for alltypes of owners (except family members) was found to be negatively correlated with the CEO’s share in the ownershipstructure.Although the purpose of the article is descriptive, it motivates further research on the sources of support of startupgrowth, including relative importance of such sources and their effects on startup performance.
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Gutmann, Tobias, Dominik Kanbach, and Scott Seltman. "Exploring the benefits of corporate accelerators: investigating the SAP Industry 4.0 Startup Program." Problems and Perspectives in Management 17, no. 3 (August 22, 2019): 218–32. http://dx.doi.org/10.21511/ppm.17(3).2019.18.
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Corporate accelerators are on the rise and established companies from a diverse set of industries and regions have set up such startup support programs to predominantly pursue strategic goals. The purpose of this study is to shed light on the benefits of corporate accelerators from a corporate perspective and that of the participating startups. In order to do so, this in-depth single-site case study investigates the SAP Industry 4.0 Startup Program building upon an inductive research design with explorative nature. The authors qualitatively examine a newly established corporate accelerator program of one of the world’s largest enterprise software companies and provide valuable insights for both practitioners and scholars engaged in corporate accelerators. The benefits for startups participating in corporate accelerator programs can be linked to operational go-to-market acceleration in regards to product development, sales acceleration, as well as skill and knowledge development. Moreover, the startups receive benefits linked to strategic business development acceleration in the areas of strategy and business model improvements, pitching, financing, and strategic partner development. At the same time, corporate accelerators overall aim to increase the competitiveness of established companies running such programs by developing a product ecosystem and the brand, infusing startup culture into the organization and developing customer relationships.
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Kang, Moon Young. "Sustainable Profit versus Unsustainable Growth: Are Venture Capital Investments and Governmental Support Medicines or Poisons?" Sustainability 12, no. 18 (September 20, 2020): 7773. http://dx.doi.org/10.3390/su12187773.
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Considering that startups greatly contribute to the economic development and survival of a country through economic growth and job creation, it is necessary to investigate the profitability of startups. However, research on this issue has not been developed enough as most previous studies regarding firm profitability were based on large-scale public companies with relatively easy data accessibility, not on startups. In addition, it is meaningful to empirically prove whether venture capital investments and governmental support positively impact on the sustainability of startups as huge discrepancies exist between traditional academic research and recent practices. Findings from this study, based on data analytics, are expected to fill the gap in knowledge as it is not clearly known about firm profitability of startups for their sustainable growth and survival. Focusing on startup profitability, the main objective of this research is to provide significant theoretical contributions and practical guidelines for startup entrepreneurs, investors, and policymakers to avoid unsubstantial growth and find solutions for sustainable growth and survival. To properly and completely analyze the determinants of firm profitability of startups, this research used the 2018 and 2019 Survey of Korean Startups by the Ministry of SMEs and Startups of Korea and Korea Venture Business Association with over 3000 samples.
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Wolf, Gerrit. "Entrepreneurial university: a case study at Stony Brook University." Journal of Management Development 36, no. 2 (March 6, 2017): 286–94. http://dx.doi.org/10.1108/jmd-06-2016-0113.
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Purpose A business school within a research university can improve the startup process and success on and near campus. The purpose of this paper is to show the mutual benefits to business and science students in learning about startups and to helping startups grow. The mutual benefit comes from the student understanding and the startup managing the complementary roles of inventor, entrepreneur, and investor. Design/methodology/approach A case analysis using participant observation, interviews, and document review of the Innovation Center in the College of Business at the Stony Brook University tracks the development of the Center’s educational, research, and consulting activity with engineering departments, incubators, and other support services on campus. Findings Inventor, investor, and entrepreneurship roles were supported and coordinated by science and business faculties and students in the university. This process, described in specific courses and programs for MBAs and BBAs, includes the contribution of business academic faculty, serial entrepreneur mentors and the scientists in partner organizations that also support startups inside and outside the university. The number of business plans written by students grew from 10 to 100 a year, startups begun from 1 to 5 a year, and established startups renewed grew from 10 a year to 20 a year over five year period. Practical implications This case can be useful to research universities and business schools that want to improve the startup process and success. Originality/value This study shows that the role of students in the business school in a research university is to transform inventive ideas from the sciences to innovations in the market place through entrepreneurial activity.
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JACKSON, PAUL, and NANCY RICHTER. "SITUATIONAL LOGIC: AN ANALYSIS OF OPEN INNOVATION USING CORPORATE ACCELERATORS." International Journal of Innovation Management 21, no. 07 (September 19, 2017): 1750062. http://dx.doi.org/10.1142/s1363919617500621.
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Open innovation is an innovation framework proposing that established firms use external sources as pathways to new ideas, technologies, business models and markets. Within this framework, established companies can use startups, or young, growth-oriented business to help them achieve radical or breakthrough innovations. In this paper, we focus on established firms which use “corporate accelerators” to run fast-moving, competitive programs in which startup companies participate. Our purpose is to identify inhibitors to the collaboration between established firms and startups in these accelerator programs. We conducted 27 interviews with participants from startups, established companies using startups as innovators, and the accelerator management who provided the platform for this engagement. Our theoretical framework is the social realist theory of Margaret Archer. This provides a conceptualisation of the reflexivity of the participants and the “situational logic” of conflict and competition in which they find themselves. We found that collaboration will be inhibited by conflicts in basic beliefs, or propositions, about concepts such as authority, autonomy and risk, as well as competition for material resources and personal goals.
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Зопунян, Юрий Сергеевич. "MANAGEMENT OF INDUSTRIAL STARTUPS IN GLOBALIZING ECONOMY." STATE AND MUNICIPAL MANAGEMENT SCHOLAR NOTES OF SCAGS 1, no. 2 (July 2017): 211–14. http://dx.doi.org/10.22394/2079-1690-2017-1-2-211-214.
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Novak, O., S. Musiichuk, and S. Zuenko. "Management culture: the role of university startups." Naukovyi Visnyk Natsionalnoho Hirnychoho Universytetu, no. 5 (2020): 193–98. http://dx.doi.org/10.33271/nvngu/2020-5/193.
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Woodard, Cheryl. "Who funds startups?" Publishing Research Quarterly 17, no. 2 (June 2001): 34–37. http://dx.doi.org/10.1007/s12109-001-0022-3.
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Sudiana, Kiki, Erni Tisnawati Sule, Imas Soemaryani, and Yunizar Yunizar. "DISCOVERING SUPPORT NEEDED FOR STARTUPS IN THEIR EARLY STAGES USING ON PENTA HELIX FRAMEWORK." Business: Theory and Practice 21, no. 1 (March 16, 2020): 212–21. http://dx.doi.org/10.3846/btp.2020.10930.
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Startup companies are expected to become the new engines of economic growth through the rise of new innovation-based entrepreneurs. The Penta Helix framework is widely used as a framework to analyse factors related to the development of innovation-based companies. The use of the Penta Helix framework as the unit of analysis is considered to be relevant because this framework offers a comprehensive perspective and is in line with the economic development innovation and knowledge-based startups. However, there is a lack of research that has been conducted that analyse the nature of support that can be given to startups at their early-stage of creation using the Penta Helix framework that consists of five stakeholders namely Academicians, Businessmen, Government, Communities. This study aims to propose a conceptual model about the nature of support needed by startups in order to survive in their initial stages by using the Penta Helix Framework. This study is a qualitative one using the Focus Group Discussion method, in which participants are made of six early stages technology-based startup founders and CEOs, who were gathered to conduct several discussions regarding the topics. Our results show that obstacles faced by startups include among other: difficulties in obtaining qualified yet affordable workforce in facing existing competitors, difficulties in increasing sales, difficulties in managing product development costs, no adequate support from the government, and ineffective incubation programs. A model that consists of lists of support that startups need, was depict as main contribution from the discussion, named Penta Helix support for startups. This model offers comprehensive practical guide for policy makers to support startups from five perspectives.
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Hietschold, Nicole, and Johannes Fottner. "Beschaffung bei technologieorientierten Startups." ZWF Zeitschrift für wirtschaftlichen Fabrikbetrieb 113, no. 1-2 (February 23, 2018): 31–36. http://dx.doi.org/10.3139/104.111853.
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BERECZKI, IZABELLA. "AN OPEN INNOVATION ECOSYSTEM FROM A STARTUP’S PERSPECTIVE." International Journal of Innovation Management 23, no. 08 (December 2019): 1940001. http://dx.doi.org/10.1142/s1363919619400012.
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Being embedded in an open innovation (OI) ecosystem can be the road to success for startups. In order to survive and become competitive, they must collaborate with external partners. Not only could large corporations be suitable partners, but innovation with small and medium enterprises (SMEs) can be constructive and fruitful as well. Furthermore, accelerators, incubators and other institutions can offer value to startups. Despite this fact, little attention has been paid to startups and SMEs embedded in OI ecosystems, especially from their point of view. The aim of this paper is to fulfil this research gap and deliver empirical data about the benefits and challenges of an OI ecosystem orchestrated by a startup and to investigate the potential role of an SME in these ecosystems. To answer the research questions, a case study approach was used.
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Pathak, Priyanka, Neha Mehta, Anitha Sunil, and Kinjal Pandya. "On the way of making alagrand.com a grand business!" Emerald Emerging Markets Case Studies 10, no. 4 (December 5, 2020): 1–27. http://dx.doi.org/10.1108/eemcs-08-2019-0208.
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Learning outcomes The case helps learn various aspects of entrepreneurship, startups and startup-ecosystem in India. It also talks about challenges that a startup entrepreneur faces that others or people potential to enter business can learn. It develops one to identify diverse and holistic solutions for overcoming these challenges. Apply and explain strategies suitable to business management. Case overview/synopsis After facing lot of difficulties in personal life, Mr Mitesh Shethwala started an e-commerce business named Alagrand.com. This Ahmedabad city-based startup for selling apparels and accessories for all age group is doing so well that the valuation of company has gone beyond Rs. 20 crores. In spite of the high valuation, company is facing problem of funds and investments. The protagonist of the company has lot of plans for growing business and taking it to next level that can happen only if he gets funds for the business. The case talks about issue of investment and funding of this startup company. The company also has issues in the area of setting standard operating procedures and marketing. Complexity academic level Teachers can discuss this case study for various subjects like Strategic Management, Retail Management, Digital Marketing and Product and Brand Management that are taught to the students of management courses at graduate and post-graduate levels. Academicians and students should read current information and data regarding setting up startups, investment and capital budgeting related to startups and funding methods. Supplementary materials Teaching Notes are available for educators only. Subject code CSS 3: Entrepreneurship.
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DAOUD, Miloud, and Sara OUSGHIR. "Lean startup, Effectuation et Design Thinking : quel modèle combinatoire de management d’innovation dans les startups ?" International Journal of Financial Accountability, Economics, Management, and Auditing (IJFAEMA) 3, no. 3 (June 28, 2021): 191–203. http://dx.doi.org/10.52502/ijfaema.v3i3.87.
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Les startups interviennent sur des marchés où l’incertitude est forte. Elles doivent par conséquence adapter en permanence leur Business Model (BM) aux besoins et exigences de leurs parties prenantes induisant l’adoption de méthodes de management plus réactif et flexible. Ce papier a pour objet de citer une revue de littérature concernant les différentes méthodes de management de l’innovation dans les entreprises en mode start-up dans l’objectif de développer un modèle combinatoire liant les trois approches : Lean Startup, Effectuation et Design Thinking. Ce modèle combinatoire représente le processus qui fait appel aux différentes approches de management d’innovation permettant de réussir la création, le développement et la croissance de projets innovants.
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Saputra, Andhika, Rhian Indradewa, and Tantri Yanuar Rahmat Syah. "Risk Management Application for Business Startups"Jamu Partnership" in Indonesia." International Journal of Research and Review 8, no. 8 (August 9, 2021): 148–55. http://dx.doi.org/10.52403/ijrr.20210821.
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Background – Awareness of a healthy lifestyle and thinking back to nature makes society in Indonesia choose jamu as their daily routine drink. Jamu itself is a term for natural traditional medicine from Indonesia. Unfortunately the types of jamu products are still very limited in variants, have a bitter taste and difficult to find in modern places such as cafes. Currently the Indonesian government provides support in health and fitness tourism business activities in the form of jamu cafes. In addition, the community's desire for entrepreneurship through SMEs is also very large. This is a potential opportunity for startup companies in the field of jamu partnerships (business opportunity). Besides that, risks in this startup business also need to be identified, analyzed and treatment. Method – Using the ISO 31000:2018 risk management approach. Result – This analysis help jamu startup companies (business opportunity) in making the right decisions to mitigate risks, so that the business can be sustainable. Keywords: Risk Management, Startups, Jamu Partnership, Business Opportunity, Indonesia.
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Oliva, Fábio Lotti, and Masaaki Kotabe. "Barriers, practices, methods and knowledge management tools in startups." Journal of Knowledge Management 23, no. 9 (November 11, 2019): 1838–56. http://dx.doi.org/10.1108/jkm-06-2018-0361.
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Purpose The purpose of this paper is to present the main barriers, practices, methods and knowledge management tools in startups that are characterized as agile organizations with dynamic capabilities to meet the demands of a business environment of high volatility, uncertainties, complexity and ambiguity. Design/methodology/approach The conceptual basis of the research focused on the triad: agile organization, dynamic capabilities and knowledge management. Field research began by interviewing experts to identify the barriers, practices, methods and knowledge management tools in startups. Based on the theoretical review, on the desk research and on the result of interviews with experts, a quantitative research was carried out with the leading startups coworking of São Paulo city. The obtained data made it possible to develop descriptive analyses and run linear regressions and cluster analysis for exploratory research. Findings Startups with higher maturity in innovation level, solution development level, and scalability development level, present a higher degree of utilization of the practices, methods and tools dedicated to knowledge management. Practical implications It is expected that results of the research presented in detail will be able to illustrate concrete examples of practices, methods, and knowledge management tools for large established companies seeking the organizational agility of startups. Originality/value This study contributes to the identification of barriers, practices, methods and tools of management of knowledge in startups, through the conceptual triad: agile organization, dynamic capabilities and knowledge management.
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Bandera, Cesar, Michael R. Bartolacci, and Katia Passerini. "Knowledge Management and Entrepreneurship." International Journal of Knowledge Management 12, no. 3 (July 2016): 1–14. http://dx.doi.org/10.4018/ijkm.2016070101.
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Most literature on knowledge management (KM) focuses on large firms – the domain in which KM was originally developed – and most KM literature on entrepreneurship focuses on entrepreneurial activities in post-revenue firms. The domain of the startup, however, is traditionally very different from these, characterized by a lack of tangible assets and validated value proposition. The authors review the literature on KM and entrepreneurship with a particular focus on young micro-enterprises that have yet to cross the “valley of death” stage of maturation. Using the Dynamic Knowledge Creation Process as a guide, they elaborate on the challenges facing the implementation of KM in startups, and on the subsequent opportunities for startup growth. Finally, the authors reflect upon research questions that may engage future researchers in proposing strategies that better integrate KM as a discipline into the fabric of entrepreneurship and the startup domain.
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Lutfiani, Ninda, Untung Rahardja, and Ita Sari Perbina Manik. "Peran Inkubator Bisnis dalam Membangun Startup pada Perguruan Tinggi." Jurnal Penelitan Ekonomi dan Bisnis 5, no. 1 (March 24, 2020): 77–89. http://dx.doi.org/10.33633/jpeb.v5i1.2727.
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Startups are sufficiently developed in Indonesia to become a trend in business incubators that include college or university students. This is due to the incubation concept and program offered to prospective entrepreneurs who have potential ideas in business. Thus, research was conducted to determine the role of business incubators in building startups in universities. But there are obstacles in developing startups, limited technology, leadership and management. The study was conducted at the Alphabet Incubator of Raharja University with a qualitative approach. The research method used is the method of observation and literature review by collecting data that aims to simplify the process. It can be seen how the government encourages business incubators in developing startups and introducing business through technology. The research objective is to increase innovation or creativity in developing successful new startups in higher education. Seen from students utilizing the facilities at the Alphabet Incubator to develop small businesses in the digital industry to increase workforce.Keywords: Business Incubator; Startup; Innovation or CreativityStartup cukup berkembang di Indonesia sehingga menjadi trend dalam inkubator bisnis yang mencakup mahasiswa atau mahasiswi di perguruan tinggi. Hal ini disebabkan konsep dan program inkubasi yang ditawarkan kepada calon wirausaha yang mempunyai ide potensial dalam bisnis. Sehingga penelitian dilakukan untuk mengetahui peran inkubator bisnis dalam membangun startup pada perguruan tinggi. Namun terdapat kendala dalam mengembangkan startup, terbatasnya teknologi, kepemimpinan dan manajemen. Penelitian dilakukan di Alphabet Incubator Universitas Raharja dengan pendekatan kualitatif. Metode penelitian yang digunakan adalah metode observasi dan literature review dengan mengumpulkan data yang bertujuan untuk mempermudah proses pengerjaannya. Dapat dilihat bagaimana pemerintah mendorong inkubator bisnis dalam mengembangkan startup dan mengenalkan bisnis melalui teknologi. Tujuan penelitian untuk meningkatkan inovasi atau kreativitas dalam mengembangkan startup baru yang sukses di perguruan tinggi. Terlihat dari mahasiswa memanfaatkan fasilitas di Alphabet Incubator untuk mengembangkan usaha kecil dalam industri digital untuk peningkatan tenaga kerja.Kata Kunci: Inkubator Bisnis; Startup; Inovasi atau Kreativitas
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Kopera, Sebastian, Ewa Wszendybył-Skulska, Joanna Cebulak, and Sebastian Grabowski. "Interdisciplinarity in Tech Startups Development – Case Study of ‘Unistartapp’ Project." Foundations of Management 10, no. 1 (March 24, 2018): 23–32. http://dx.doi.org/10.2478/fman-2018-0003.
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Abstract Empirical data as well as scientific reports confirm that startups require diverse, in-house competencies in order to achieve market success. However, while technology-related competencies are usually brought to new tech ventures by their founders, there is a significant deficiency of market- and management-related competencies, which is reflected in the statistics of common startup failure reasons. In this context, a question arises: how interdisciplinarity of knowledge and competencies can be built into the very core of tech startups? The text addresses this question by zeroing in on the role of universities in this process. In the first part, the specificity of tech startups is analyzed. The next chapter overviews the hitherto academy-related startup education environment together with its shortcomings as far as interdisciplinarity is concerned. Finally, the case study of innovative and interdisciplinary academic ecosystem, which was built and tested within the project UniStartApp, is presented and discussed together with related lessons learned. The text is concluded with final remarks on challenges involved in embedding interdisciplinarity into startup education ecosystem.
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Khan, Muhammad Rahatullah. "CONSTRUCTING A STARTUP STRATEGY FRAME." CBU International Conference Proceedings 6 (September 24, 2018): 231–40. http://dx.doi.org/10.12955/cbup.v6.1162.
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Startup success is greatly attributed to pre-startup phase planning. Startups develop business plans to pitch their ideas to secure funding and/or partners. The task of reading and, relating the frameworks in the document, could be a long and cumbersome process. Similarly, there is no one page illustration that can sketch a startup’s strategy and plan as well as one that is used universally. A one page clear, concise and attractive startup strategy model a ‘startup frame’ is proposed detailing ideation to financial returns analysis. It is constructed on learnings from considerations of the design thinking approach, the business canvas along others. The frame has evolved over a period of 14 months in which two bootcamps were held. Bootcamps were attended by 266 participants. It has also been used by 28 students of a senior entrepreneurship undergraduate course (Launching Entrepreneurial Ventures) over two semesters. It provides a logical flow and connects value drivers on economic, operational and strategic levels of the startup. The frame enables identifying courses of action like, ‘Management of customer benefits (CBEN), Management of segmentation and the customer relationships (CREL), Segmentation of markets and customers (SEGM), Communication management (COMM), Strategic Goal Setting and Management (SGM), Competitor Analysis (CA), Developing Startup Frame (SF), Designing the Business, and Design Elements (DE)’.
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SIMON, HAUKE, and JENS LEKER. "USING STARTUP COMMUNICATION FOR OPPORTUNITY RECOGNITION — AN APPROACH TO IDENTIFY FUTURE PRODUCT TRENDS." International Journal of Innovation Management 20, no. 08 (December 2016): 1640016. http://dx.doi.org/10.1142/s1363919616400168.
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A company’s ability to recognise early-stage opportunities and to understand the dynamics of emerging markets determines the success or failure of new products. Particularly the emergence of new information technology and social media networks provide ample opportunities to leverage a massive amount of data for managerial purposes. However, managers still meet using social media with skepticism and it is not fully understood how to make use of this information for new product development. We introduce a new method on how to use large-scale internet data as a complement to traditional approaches (patent or publication analysis and surveys) to overcome their shortcomings in terms of speed, dynamic and expense to conduct. More specifically, we propose that social media communication of startups can give valuable indications about future product trends especially in rapidly developing fields. Our approach measures the awareness of startups — and their products — as the increase of the communication about the startup on Twitter. Startup communication is a particularly well-suited indicator because startups develop new-to-the-world products or are in the development process. We illustrate our approach by analysing the communication of 545 startups. On a holistic level we determine industry trends. Fintech is among the topics that increase significantly in relevance. We determine more specific categories within the industries by applying cosine-similarity metrics and hierarchical cluster analysis. Subsequently we determine NPD relevant trends by the increase of retweets within these categories. The growing customer awareness of these clusters shows newly evolving customer needs. Incumbents may use this information to adjust to their current portfolio or to find collaboration partners to best meet upcoming challenges and opportunities. We think that the approach can be transferred to a multitude of fields, helping with the analysis of emerging fields and with early stage opportunity recognition.
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D, Fahrner,, and Schaflinger, L. "Flood risk management - Startups against catastrophic floods Hochwasserrisiko- management - Start-ups gegen Flutkatastrophen." GIS Business 11, no. 5 (October 27, 2016): 32–34. http://dx.doi.org/10.26643/gis.v11i5.5233.
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Altmann, Marselha Vianna, and Jefferson Monticelli Correio. "Adoption of key performance indicators in Brazilian startups." Desenvolve Revista de Gestão do Unilasalle 9, no. 2 (July 30, 2020): 09. http://dx.doi.org/10.18316/desenv.v9i2.6690.
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Our study aims to analyze the adoption of main key performance indicators in Brazilian startups based on the software as a service (SaaS) model. This study is exploratory and descriptive using a survey carried out in 2018 a closed-ended questionnaire with dichotomous answers as a method. As for the use of the model to measure the performance of the startup, the applicability, in general, was mostly positive. Startups have already shown benefits in the application of a structured performance measurement model, but more focused on cash management and less concerned with commercial and marketing expenses. This research contributes to check the applicability of performance indicators in startups in the SaaS model, while implying in impediments to the scalability of the product or service.
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Dinesh, Kamala Kannan, and N. A. Sushil. "Strategic innovation factors in startups: results of a cross-case analysis of Indian startups." J. for Global Business Advancement 12, no. 3 (2019): 449. http://dx.doi.org/10.1504/jgba.2019.10022956.
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LARIONOV, Aisen Afanasievich, Evgeniy Fedorovich AVDOKUSHIN, and Galina Ivanovna RATZ. "Startups Creation and Development in China." Journal of Advanced Research in Law and Economics 11, no. 4 (June 15, 2020): 1191. http://dx.doi.org/10.14505//jarle.v11.4(50).15.
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The reform of the economic system in China initiated under the leadership of Deng Xiaoping in the late 70s of the 20th century included as the main components and mechanisms the gradual and consistent elimination of the state’s status of a monopoly economic entity. The economic reform was aimed at, first, the de-collectivization of the agricultural sector, the gradual implementation of individual and private forms of ownership, private economy management, and the transition from an administrative-command model of economic management to the use of commodity-money, and then market methods of economy management at the determining and directing role of the state. An open-door policy and foreign economy, as well as the use of the global economy mechanisms and potential, have become the most important components of economic reform and the entire development model of the Chinese economy.
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Lee, Rok, Ju Gyeong Park, and Sung Hyeon Park. "Effects of System Management on Value Creation and Global Growth in Born Startups: Focusing on Born Startups in Korea." Journal of Open Innovation: Technology, Market, and Complexity 6, no. 1 (March 7, 2020): 19. http://dx.doi.org/10.3390/joitmc6010019.
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This study is intended to determine the effects of system management on value creation and global growth in born startups. To achieve this, a survey was empirically carried out on 300 owners in born startups with less than five years’ experience. The findings are as follows. First, entrepreneurship, operation system, and support system as sub-variables of system management have a positive effect on value creation. Second, entrepreneurship and operating system have no significant effect on global growth, but the support system has a significant effect on global growth. Third, value creation has no significant mediating effect on global growth, which means that owners’ entrepreneurship can boost value creation as a corporate systematic operation when they have globally-oriented thinking, relationships through global network organization, the expertise of business, and some level of capital. In particular, their capability and expertise can be drivers to enter early global growth companies through value creation. Consequently, for the early value creation and global growth of born startups, they should recognize that system operation and value creation-oriented corporate global experience, due to their entrepreneurship as international companies under global market orientation, are key variables affecting a global born startup, and thus reflect them in management.
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VIGNESH, A., and Dr P. S. NAGARAJAN. "Hr Practices In Manufacturing Startups." Restaurant Business 118, no. 6 (June 25, 2019): 113–17. http://dx.doi.org/10.26643/rb.v118i6.7664.
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At present the working environment is deals with the indispensable factors such as ICT, fast growing economies and globalization are posing the dynamic challenges to the startups. For coping up this challenging and evolving working environment the startups should have a solid HRM practices. This paper is an attempt to examine the determinant factors which impact the HRM practices in manufacturing firms.