Starting Up in Business Networks: Why Relationships Matter in Entrepreneurship

I: Starting Up Business RelationshipsII: Relationships Dynamics in New Business DevelopmentIII: Start ups and Technological Collaboration in Industrial NetworksIV: Academic Spin-Offs and the Issue of Commercialising Science. Some Empirical ExperiencesV: Start ups and the Role of Policy ActorsReferencesI Starting Up Business Relationships Initiation of Business Relationships in Start UpsIntroductionNote on MethodsThe Six Facets of Initiating Business Relationships in Start UpsInitiation of Business Relationships as Constituting the First States in the Business Relationship Development ProcessInitiation of Business Relationships as a Process of its Own, Separate from Subsequent States of the Business Relationship Development ProcessTwo Possibly Different Perspectives on the Initiation of Business RelationshipsCategories of Third Actors Who Play an Active Role in the Initiation of a Business RelationshipOne of the Involved Actors' Portfolio of Other Relationships Surrounding the Focal Business Relationship Being InitiatedInitiation of Business Relationships as an Interaction Between Resource EntitiesConclusion and Implications for Future Studies on the Six FacetsReferencesThird Actors Initiating Business Relationships for a Medical Device Start Up: Effect on Network Embedding and Venture Creation ProcessesIntroductionTheoryThird Actors and a Start Up's Relationship InitiationThird Actors and a Start up's Network EmbeddingThird Actors and a Start up's Venture CreationMethodologyFindingsBrief Description of the Start up and its ProductInitiating the Relationship with the Teaching HospitalInitiating the Relationship with the Health FundInitiating the Relationship with the Research InstituteInitiating the Relationship with the Market LeaderInitiating the European-Funded ProjectInitiating the Relationship with the Regional HospitalInitiating the Relationship with the Design StudioInitiating the Relationship with the Glucagon CompanyDiscussionHow 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?ConclusionReferencesII Relationships Dynamics in New Business Development Starting Up: Relating to a Context in MotionIntroductionDeveloping a New Venture in a Business Network ContextRelating When Developing the Initial RelationshipsRelating to the Network in MotionWhy Network Position MattersThe Story of C&L: A Start up Acquiring a Position in a Network in Motion1Advertising Industry in MotionC&LConclusion: Coping with MotionReferencesWhen Start Ups Shift Network: Notes on Start Up JourneyIntroductionStart up and Innovation JourneyMethodCase StudiesCase I: ImageTech; Starting and Re-starting a Research-Initiated BusinessCase II: SensorTech; Struggling with the Business ContextDiscussionDiverging LogicsNetwork ImpactConclusionsChallenges of the ProcessHow To Cope with ItReferencesIII Start Ups and Technological Collaboration in Industrial NetworksR&D Collaboration and Start UpsIntroductionTheoretical BackgroundR&D Collaborations of Start UpsIdentifying Key Questions Regarding R&D CollaborationMethodCase DescriptionsSwedish Algae FactoryMachine Says HelloLameraMicropos MedicalCase DiscussionR&D Collaboration with Potential CustomersWorking with Parallel TracksFocused R&D CollaborationChanging Application Areas and PartnersR&D Collaboration on Specific IssuesR&D Collaboration with Founding InstitutionsOpen R&D Collaboration: With a DirectionConcluding RemarksReferencesStarting Up from Science: The Case of a University-Organised Commercialisation ProjectTransforming Science into Business: What Are the Challenges?Different Interpretations of Commercialising ScienceInterpreting the Lack of Internal Resources as the Main Challenge for Science-Based VenturesAn Industrial Network Perspective on Science-Based Ventures: The Challenge of Relating the Developing, Producing and Using SettingsThe Different Logics ofDeveloping, Producing and UsingThe Importance of Resource StructuresA Note on MethodThe Case of the Salt and Paper Battery Project: Developing, Producing and Using Settings Involved in an Attempt to Commercialise ScienceThe Initial Scientific Research and Development: The Idea for a New Battery Takes ShapeA Joint Academia-Industry Commercialisation Project: The Producing and Using Settings Get InvolvedThe Interpretation of Production and Use: The Roles of the Industrial PartnersFMC BiopolymersETC Battery and FuelCellsF.O.V FabricsThe Outcome of the Three-Year Funded ProjectDiscussionConclusionsReferencesIV 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 NautesIntroductionTheoretical BackgroundMethodologyCase StudyOverview of Nautes in 2014The Origin of Nautes's Business IdeaRequest for Financial Support Following a Business Plan CompetitionNautes as a Quasi-Spin-OffUNIVPM and the Development of the Initial Business RelationshipThe First CustomerConflict with IGU"Recovering” from IGU: Searching for a New CustomerThe Further Development of New Customer RelationshipsDiscussionPhase 1: Nautes as a University Spin-Off Imprinted by UNIVPM and IGUPhase 2: Nautes Connects to Others Within the Business NetworkConcluding RemarksReferencesStart Ups as Vessels Carrying and Developing Science-Based Technologies: Starting and Restarting JonDeTechIntroductionTheoretical BackgroundResearch Questions and Note on MethodologyA Journey with Many Vessels: JonDeTech and Sensor TechnologyA Look at the Technology: Thermophile Infrared Sensors Based on NanotechnologyThe Origins: The "SUMMIT” Research Program and SenseAirThe Birth of JonDeTech ABThe Early Days of JonDeTechLooking for Solutions to Urgent Issues: The Crucial Period 2009-2011The End of a Short Journey: JonDeTech Goes BankruptAftermath: The Rise of JonDeTech Sensors ABToward Producing the Sensor Technology: The Key Business Relationships of JDT2DiscussionIdentification and Manifestation of the Vessels Carrying the Focal TechnologyWhich Resources and Relationships are Carried Between Vessels and How?ConclusionsReferencesV Start Ups and the Role of Policy ActorsThe Challenging Life of University Start Ups: The Different View of Value Creation in a Policy Setting Compared to a Business SettingSuccessful University Start Ups: A Wanted but Rare PhenomenaA Note on Policy's Ambition to Create Start Ups from UniversitiesUniversity Start Ups in an Interdependent Business LandscapeData CollectionCase StudiesRedoxisNattaro LabsAnalysisThe Policy SettingThe Producer-User SettingConcluding DiscussionContributionsPolicy and Managerial ImplicationsReferencesThe Coordinating Role of Chinese Policy Actors in Developing New Biotechnology Start Up Companies to Promote Industrial DevelopmentChinese Policy Actors' Involvement in Developing Start up CompaniesA Note on Chinese Policy Influence on Start up Companies and Business NetworksThe Development State and Policy Guidance in a Chinese ContextHigh-Tech Industries and Start up Companies in ChinaStart up Companies and Business Networks: The Importance of RelationshipsSummarising the Theoretical DiscussionMethodology ConsiderationsChinese Policy Engagement in Industrial Development and Chinese BiotechnologyThe Establishment and Development of A Monoclonal Antibody ProducerThe Establishment and Development of a Vaccine ProducerSteering Chinese Biotechnology Start ups and Industrial Development: Role of Chinese PolicyComparing the Involvement of Policy in the Two CasesPowerful Policy Actors and the Steering of Business NetworksReferences
Next >