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Starting Up in Business Networks: Why Relationships Matter in Entrepreneurship

I: Starting Up Business Relationships II: Relationships Dynamics in New Business Development III: Start ups and Technological Collaboration in Industrial Networks IV: Academic Spin-Offs and the Issue of Commercialising Science. Some Empirical Experiences V: Start ups and the Role of Policy Actors References I Starting Up Business Relationships Initiation of Business Relationships in Start Ups Introduction Note on Methods The Six Facets of Initiating Business Relationships in Start Ups Initiation of Business Relationships as Constituting the First States in the Business Relationship Development Process Initiation of Business Relationships as a Process of its Own, Separate from Subsequent States of the Business Relationship Development Process Two Possibly Different Perspectives on the Initiation of Business Relationships Categories of Third Actors Who Play an Active Role in the Initiation of a Business Relationship One of the Involved Actors' Portfolio of Other Relationships Surrounding the Focal Business Relationship Being Initiated Initiation of Business Relationships as an Interaction Between Resource Entities Conclusion and Implications for Future Studies on the Six Facets References Third Actors Initiating Business Relationships for a Medical Device Start Up: Effect on Network Embedding and Venture Creation Processes Introduction Theory Third Actors and a Start Up's Relationship Initiation Third Actors and a Start up's Network Embedding Third Actors and a Start up's Venture Creation Methodology Findings Brief Description of the Start up and its Product Initiating the Relationship with the Teaching Hospital Initiating the Relationship with the Health Fund Initiating the Relationship with the Research Institute Initiating the Relationship with the Market Leader Initiating the European-Funded Project Initiating the Relationship with the Regional Hospital Initiating the Relationship with the Design Studio Initiating the Relationship with the Glucagon Company Discussion How Do the Roles and Functions of Third Actors Drive or Inhibit a Start up's Relationship Initiation?How Do Third Actors Facilitate the Embedding of a Start up in the Pre-Existing Developing, Producing and Using Setting?What is the Effect of the Type of Triad that is Formed with the Third Actor and its Level of Importance on the Embedding of a Start Up in the Pre-Existing Network?How Does a Third Actor Affect the Venture Creation of a Start up Through Relationship Initiation?Conclusion References II Relationships Dynamics in New Business Development Starting Up: Relating to a Context in Motion Introduction Developing a New Venture in a Business Network Context Relating When Developing the Initial Relationships Relating to the Network in Motion Why Network Position Matters The Story of C&L: A Start up Acquiring a Position in a Network in Motion1 Advertising Industry in Motion C&L Conclusion: Coping with Motion References When Start Ups Shift Network: Notes on Start Up Journey Introduction Start up and Innovation Journey Method Case Studies Case I: ImageTech; Starting and Re-starting a Research-Initiated Business Case II: SensorTech; Struggling with the Business Context Discussion Diverging Logics Network Impact Conclusions Challenges of the Process How To Cope with It References III Start Ups and Technological Collaboration in Industrial Networks R&D Collaboration and Start Ups Introduction Theoretical Background R&D Collaborations of Start Ups Identifying Key Questions Regarding R&D Collaboration Method Case Descriptions Swedish Algae Factory Machine Says Hello Lamera Micropos Medical Case Discussion R&D Collaboration with Potential Customers Working with Parallel Tracks Focused R&D Collaboration Changing Application Areas and Partners R&D Collaboration on Specific Issues R&D Collaboration with Founding Institutions Open R&D Collaboration: With a Direction Concluding Remarks References Starting Up from Science: The Case of a University-Organised Commercialisation Project Transforming Science into Business: What Are the Challenges?Different Interpretations of Commercialising Science Interpreting the Lack of Internal Resources as the Main Challenge for Science-Based Ventures An Industrial Network Perspective on Science-Based Ventures: The Challenge of Relating the Developing, Producing and Using Settings The Different Logics ofDeveloping, Producing and Using The Importance of Resource Structures A Note on Method The Case of the Salt and Paper Battery Project: Developing, Producing and Using Settings Involved in an Attempt to Commercialise Science The Initial Scientific Research and Development: The Idea for a New Battery Takes Shape A Joint Academia-Industry Commercialisation Project: The Producing and Using Settings Get Involved The Interpretation of Production and Use: The Roles of the Industrial Partners FMC Biopolymers ETC Battery and FuelCells F.O.V Fabrics The Outcome of the Three-Year Funded Project Discussion Conclusions References IV Academic Spin-Offs and the Issue of Commercialising Science. Some Empirical Experiences The Impact of a Start Up's Key Business Relationships on the Commercialization of Science: The Case of Nautes Introduction Theoretical Background Methodology Case Study Overview of Nautes in 2014 The Origin of Nautes's Business Idea Request for Financial Support Following a Business Plan Competition Nautes as a Quasi-Spin-Off UNIVPM and the Development of the Initial Business Relationship The First Customer Conflict with IGU "Recovering” from IGU: Searching for a New Customer The Further Development of New Customer Relationships Discussion Phase 1: Nautes as a University Spin-Off Imprinted by UNIVPM and IGU Phase 2: Nautes Connects to Others Within the Business Network Concluding Remarks References Start Ups as Vessels Carrying and Developing Science-Based Technologies: Starting and Restarting JonDeTech Introduction Theoretical Background Research Questions and Note on Methodology A Journey with Many Vessels: JonDeTech and Sensor Technology A Look at the Technology: Thermophile Infrared Sensors Based on Nanotechnology The Origins: The "SUMMIT” Research Program and SenseAir The Birth of JonDeTech AB The Early Days of JonDeTech Looking for Solutions to Urgent Issues: The Crucial Period 2009-2011 The End of a Short Journey: JonDeTech Goes Bankrupt Aftermath: The Rise of JonDeTech Sensors AB Toward Producing the Sensor Technology: The Key Business Relationships of JDT2 Discussion Identification and Manifestation of the Vessels Carrying the Focal Technology Which Resources and Relationships are Carried Between Vessels and How?Conclusions References V Start Ups and the Role of Policy Actors The Challenging Life of University Start Ups: The Different View of Value Creation in a Policy Setting Compared to a Business Setting Successful University Start Ups: A Wanted but Rare Phenomena A Note on Policy's Ambition to Create Start Ups from Universities University Start Ups in an Interdependent Business Landscape Data Collection Case Studies Redoxis Nattaro Labs Analysis The Policy Setting The Producer-User Setting Concluding Discussion Contributions Policy and Managerial Implications References The Coordinating Role of Chinese Policy Actors in Developing New Biotechnology Start Up Companies to Promote Industrial Development Chinese Policy Actors' Involvement in Developing Start up Companies A Note on Chinese Policy Influence on Start up Companies and Business Networks The Development State and Policy Guidance in a Chinese Context High-Tech Industries and Start up Companies in China Start up Companies and Business Networks: The Importance of Relationships Summarising the Theoretical Discussion Methodology Considerations Chinese Policy Engagement in Industrial Development and Chinese Biotechnology The Establishment and Development of A Monoclonal Antibody Producer The Establishment and Development of a Vaccine Producer Steering Chinese Biotechnology Start ups and Industrial Development: Role of Chinese Policy Comparing the Involvement of Policy in the Two Cases Powerful Policy Actors and the Steering of Business Networks References

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